Directed and supported Audit and firm-wide people experience and talent initiatives. Partnered with firm Organizational Effectiveness (OE) team to develop, customize and execute programs in Audit. Partnered with Audit Chief Talent and Culture Officer to drive culture change aligned with firm values and business priorities. Provided thought leadership as part of Talent and Culture Account Team, People Experience and Total Rewards Transformation Team, DEI Leadership Council, Culture Champion Network, Business Resource Groups, Well-being Ambassador Community, Data & Analytics Hackathon participant, and cross-functional Talent and Culture project teams. • Led quarterly U.S. Audit people experience survey process. Analyzed results, summarized insights, and communicated across the practice. Developed globally recognized Quick Hit Solutions Toolkit for business unit action planning and execution. Increased survey participation by 20 percentage points in FY23 and increased/sustained year-over-year results in priority areas. • Directed 18-month women’s development program with 100% participant satisfaction and alumni retention up to 26% higher than their peers over time. Managed/Co-managed five cohorts and regularly engaged with 300+ alumni. Featured in the 2024 Audit Quality Report and included in KPMG's 2024 Catalyst Award submission. • Co-led the Audit National Council. Partnered with business leaders to identify and oversee 90+ Council members on 12+ strategic initiatives. Co-lead of OE workstream. • Partnered to pilot and launch quarterly Energy Check-ins to support well-being in a data-driven way. Featured on Fortune.com and in the 2024 Audit Quality Report. • Co-designed and launched the New Manager Transition Program to support the success and retention of 400+ new managers annually.• Member of firmwide People Leadership at KPMG project team; Audit lead.• Audit lead of multi-year coaching and feedback initiative.• Audit lead of new mentor program initiative.

Partner with individuals of all ages to achieve their college and career-related goals.Partner with small businesses to develop talent acquisition, talent development, culture and engagement, DEI, well-being, and other critical HR programs, policies, and processes.

Online instructor teaching Talent Acquisition and Strategic Human Resources Management courses to global students.

Oversaw Talent Development for North America and global Information Services Division. Led North America D&I and supported Group D&I initiatives. Co-led global Workplace Choice (flexible working) pillar and employee engagement survey initiatives. Involved in LSEG-Refinitiv integration work, including talent development, D&I, recognition, wellbeing, performance enablement and mentor program strategies. Provided thought leadership as member of Fort Mill office leadership team, US Wellbeing Committee, North America Return to Office Forum, Group D&I Program Board, and global Lean Six Sigma Board. • Drove Group-wide D&I culture change in partnership with senior leaders, working as part of Group D&I and serving as the D&I Program Board Training workstream lead and Reverse Mentoring workstream partner. • Developed and launched first LSEG manager training and coaching programs in North America and Asia, supporting more than 150 managers with demonstrated increase in leadership and manager index engagement survey results.• Led design and implementation of new, Group-wide Breaking the Bias course in four-week Agile sprint.• Supported career development program launch for Black colleagues and allies.• Co-led 2019 launch of global Inclusion Networks, now with over 1,000 members.• Co-developed and delivered first Global Inclusion Week in 2019. Collaborated with global teammates to execute second event in 2020 with 40+ events and activities.• Directed 2018-2020 engagement survey action teams, including more than 60 global participants across up to four work-streams aligned with strategic business priorities.• Achieved 500% increase in requests from four locations within one month of overseeing pre-pandemic expansion of Group-wide flexible working program.• Initiated cross-functional Ways of Working work group and created first Ways of Working survey to inform Group-wide wellbeing, technology, communications, hybrid working and other decisions during the pandemic.

• Developed and launched new performance management and development program including program design, creating and facilitating training, and developing program materials and communications. • Co-led the development, launch and facilitation of Better Conversations Every Day coaching and feedback training for more than 1,200 employees. Led change management efforts to help embed coaching and feedback in the Brighthouse Financial culture.• Proposed a workforce planning framework including a talent assessment tool and critical roles criteria; created guides for HRBPs to utilize while facilitating talent discussions.• Partnered on the configuration and design of the performance development process in SAP SuccessFactors. Administrator of the Goals Management, Performance Management, Calibration and Succession modules. • Led the 2018 Intern Program, expanding from 8 interns in 2 departments in 2017 to 22 interns in 14 departments in 2018. Served as program manager, managing the end-to-end program with business teams, talent acquisition and campus partners. • Served as a HR thought leader in employee engagement, reward and recognition, culture and other strategic HR/organizational change efforts as Brighthouse Financial separates from MetLife.

• Led measurement strategy implementation, data collection and analysis associated with high-priority learning programs; reported positive multi-million-dollar business results to senior audiences to drive program decisions.• Selected to work on the Global Learning Simplify & Improve initiative as part of the client-facing organizational design team, preparing for the Global Learning and Leadership Development consolidation. • Conducted a task analysis, gathered VOC and analyzed time study results in order to design and scope a new learning analyst role; implemented the new role following a successful pilot. • Developed, administered and analyzed a post-implementation time study reporting a 35% increase in learning consultant time spent on strategy and initiatives, resulting from a significant reduction in time spent on learning analyst-scoped tasks. • Successfully developed and managed enterprise organizational development/design training, tools and resources as a key member of the enterprise Organizational Effectiveness & Talent Analytics team. • Developed and presented the highest-rated webinar as part of myDev, the annual HR-wide learning event.

• Co-led a Lean Six Sigma project with 12 workstreams that resulted in a 30% reduction in end-to-end learning process time, saving 52 workdays. • Managed the enterprise Code of Conduct, Timekeeping Compliance and Preventing Workplace Harassment courses.• Led the successful enterprise-wide 2014 Code of Conduct course redesign, resulting in a 15-minute seat time reduction, an estimated $1.8M productivity save.• Partnered with the Mobile Learning Team to develop and pilot the first compliance courses offered on a mobile learning platform.• Added client-facing compliance training responsibilities for Global Technology & Operations and Staff Support, facilitating the annual process for 30+ line of business courses. • Developed and implemented measurement strategies associated with compliance training programs, including reporting $50M in potential revenue/productivity saves on a Global Wealth & Investment Management training pilot. • Recipient of a Brandon Hall Excellence in Learning Award.

• Served as both a consultant and operations leader supporting multiple staffing teams; managed 4 analysts. • Improved team and Global Staffing end-to-end processes utilizing a data-driven approach. • Co-led the Countrywide staffing team transition to Bank of America staffing and HR processes.• Facilitated team hiring, talent planning, training, DEI and compensation processes, and employee relations issue resolution.

• Managed and participated in project and change management initiatives positively impacting Global Staffing.• Promoted to a managerial role within 5 months in the position. • Obtained Black Belt certification related to internal job posting process improvements which resulted in a 78% reduction in self-nomination responsiveness defects, among other improvements.

• Served in a newly created role managing a team of 17 recruiting coordinators and support staff employees that centralized and improved key staffing processes for the Global Technology & Operations team.

• Led a team comprised of 4 recruiters and program managers in the establishment and management of a newly centralized global intern program. • Obtained Green Belt certification, driving increases in intern conversion from 18% to up to 70%.

HR Director: Directed and coordinated all human resources programs and activities for the Human Resources Consulting Group and Change Management Consulting Group employees with 1,200 employees and contractors. Member of senior leadership team, reporting to the division president. Redesigned and staffed human resources function, transitioning it to a shared services model with six human resources professionals at three sites. Led HR transition process for two acquisitions. Addressed law suits, and EEO and OSHA claims. Provided consultation and resolution for allegations of sexual harassment, discrimination and other sensitive workplace issues. Managed annual, division-wide HR processes. Provided policy interpretation and internal consulting expertise to operating units and HR consulting to external clients.HR Manager: Developed and administered HR policies and procedures for the Great Lakes Region as the division’s first HR manager. Developed position descriptions and standardized selection procedures by position. Developed division-wide new employee orientation program and regional employee handbook. Managed annual performance management, officer nomination, pay increase, bonus and benefits enrollment processes. Conducted employee counseling and coaching sessions. Wrote and implemented sexual harassment and employee discipline training programs. Trained new leaders on various relevant human resources issues; conducted “refresher” training. Completed consulting projects with external clients.Worked as an Associate Consultant for 5 months prior to transitioning into the HR Manager role. Completed selection and assessment consulting projects with manufacturing clients.