Elevated to the director position after a national search, I facilitate highly effective teams to improve student career outcomes through the delivery of relevant programming, data collection, assessment and planning, employer relations, and the integration of career in academics and student affairs. Some of my customer-centric impacts include:I spearheaded the rebranding of career advising as Career Coaching and increased for a team of two appointments year over year by over 20% to 502 in FY23 and 603 in FY24.Through my program directions, I've ensured strong Career Coaching client satisfaction with Likert items measuring changes in confidence, motivation, strategy development, and planning in the low to upper 90 percentile range. (Response rate = 12% and 9%, respectively)I introduced NPS tracking to Career Coaching and our NPS rating data for FY23 and FY24 ranges from 58 to 70. I've designed and and will soon facilitate a 75-minute in-person active learning sessions to engage 100% of the first-year class (starting late October 2024) in career exploration and management.I'm currently designing with my team and SaaS platform Career Launch a six-week hybrid career learning module that will reach 100% of sophomores starting in February 2025.I've trained 20% of Hollins full-time faculty in integrating career into courses and curricula between FY22 and FY24, and this will expand in FY25. I've become a trusted advisor to faculty on career integration.My planning and execution of the annual first destinations survey for graduating seniors has led to response rates as high as 95% and knowledge rates rising to nearly 85%. This high level performance results in more timely and reliable data on positive job outcomes six months after graduation.I've also raised funds that will drive innovative approaches to scaling career development and vocational discernment across this liberal arts institution, most recently through a $60,000 matching grant from NetVUE.

Recruited to turn around the organization after the loss its director and associate director and the temporary leave of its remaining staff person. Introduced process improvements and technologies to enable the collaborative management of student staff and programs in order to increase the reach of services. Initiated review of processes and collection of stakeholder feedback to inform the restructuring the unit. Engaged in person with an array of stakeholders to return trust in the organization.

Oversaw remotely all peer-assisted learning programs of the Learning Commons at the University of Portland. In a consultative role, engaged division heads and staff in program initiatives related to student success. Mentored staff in various aspects of program management and data collection. Delivered high impact online training to 20 peer educator trainees.

Directed operations of a mid-sized learning center employing 60-75 peer educators who tutor undergraduate and graduate students. Changed the center from previous incarnation as an inefficient and underperforming program to a nationally recognized center for student improvement and high-impact practices. Shifted the reputation of the center as a “program” to an internal consultancy for learning potential serving divisions and faculty across the university.Acted as an internal consultant to involve stakeholders, build or expand programs, and procure funding external to the Learning Commons to expand and improve services for students in business, nursing, and engineering.Elevated visibility and reputation of the Learning Commons as integral to the University of Portland experience and, in the process, commanded the respect of stakeholders ranging from students, faculty, and staff to division heads and executive leadership. Introduced nationally recognized training program, embedded tutoring, and collaborative learning groups.Added greater data collection and tracking to inform decision making. Diversified student staffing to mirror the growing diversity of the student body. Reduced costs of some wasteful programs by up to 50% while doubling their utilization. Increased overall utilization by 30% during fall of 2019. Maintained utilization levels during the pandemic year at FY19 levels.Acted as crisis manager to guide the Learning Commons through the transition from an in-person only unit to a functioning online tutoring and supplemental instruction organization in the first weeks of the pandemic. Tapped to train faculty on emergency remote teaching and technology while developing faculty teaching resources with academic technology colleagues through shorts sprints. during the second half of 2020.

Developed and taught second and third year German, applied linguistics (language learner strategies), and internship courses. Created and taught Maximizing Study Abroad course. Developed and taught place-based upper-level German course in Salzburg, Austria. Curricular planning and assessment. Participated in campus-wide comprehensive internationalization discussions and workshops. Collaborator in the development of Sojourner Scholars program. Recipient of AATG grant for genre-based curricular development training at Georgetown University (2013) and German Government Campus Weeks grant (2017).

Took over supervisory role of peer learning assistance from associate dean. Navigated restructuring effort and rebranding of LRC as the Learning Commons through planning process on the Academic Assistance Subcommittee. Planned with architects new peer learning assistance space. Managed move to new space and opening of new center.

Co-Teacher in a preschool inspired by the municipal preschools of Reggio Emilia, Italy. Designed environments and learning experiences for and with children ages 2.5-5.5. Created ethnographic documentation publications and panels on children's interactions, learning, creativity, and co-creation of peer culture in the preschool. Facilitated meetings with parents, maintained website, presented at conferences, and published newsletters.

Taught variety of German language and culture courses.

Led statewide traffic safety non-profit that focused on child safety-seat policy and community traffic safety initiatives with $800,000 budget. Accomplishments included strategic planning and marketing initiatives for promoting child-safety seat use in Oregon.

Planning and management of non-profit county arts council. Increased membership from 100 to over 400. Supported board president. Managed fundraising campaigns and budget of approximately $150,000. Awarded NEA planning grant to design and manage a community stakeholder strategic planning process that led to development of Powerhouse arts facility in Oxford.

Developed relationships with healthcare practices and groups in western and central New England region, gained knowledge of their situations, problems, implications, and needs to drive the sales of medical practice management systems to individual, group, and managed care practices. Guided sale of company's first multi-site system. Leading sales consultant in 1996.