- As a member of the senior leadership team, I report directly to the Head of Community Finance, a profitable business and cornerstone of the company’s CRA program that invests over $2B annually in multi-family affordable housing- Responsible for team transformation journey, encompassing strategic planning, change management, leadership alignment; and building out a team of 6 employees to advance program management, team learning and development, and external marketing/engagement/advocacy- Successes thus far: (a) facilitated and aligned 10 senior leaders, resulting in a transformation vision, objectives, key results, and milestones (b) implemented a successful change strategy and narrative, generating widespread support for the future state (c) created a cross-functional working group to facilitate team-wide coordination and problem solving (d) implemented a centralized view of critical work across 85 member team, enabling leadership visibility and input (e) created custom survey instrument to track progress and team sentiment (f) launched a learning series and new employee curriculum, improving understanding of the operating environment and significantly enhancing the onboarding experience

Role and project highlights:**Co-founder, Capital One Insights Center** Co-founded the Capital One Insights Center, a platform for company-funded research that benefits the public, policymakers, and changemakers. I (a) led RFP processes and engagement with external consultants (b) developed the overall strategic roadmap, interaction model, research agenda, and operational processes (c) framed and edited numerous research publications to maximize accuracy, digestibility, and external resonance.**Chief of Staff** Served as the daily Chief of Staff to the Head of Community Finance. In this role I (a) led strategic initiatives, including full ownership of strategic planning processes (b) represented team leader’s perspective with Audit, Communications, and other internal partners (c) owned agendas for and execution of full team meetings with 80+ attendees, weekly VP+ meetings, and other leadership convenings (d) led portfolio of associate engagement and talent management initiatives (e) lead team-wide communications channels**US Card Reputation Risk Lead** Served as the lead reputation risk advisor for US Card, Capital One’s most valuable business. I (a) advised the business on product/policy changes with an external stakeholder perspective (b) convened internal stakeholders to align on risks and mitigation strategies, especially regarding salient political and regulatory issues (c) partnered with teams to deepen impact of core products/services and expand financial access (d) led quarterly reputation risk reviews including consumer, political and media analysis

- In this role I (a) led a portfolio of strategic consulting engagements, including ESG Report benchmarking, ESG disclosures optimization, and positioning on emerging topics, such as Responsible AI and digital access (b) led departmental reporting to the Board of Directors (c) facilitated strategic and team transformation planning among senior leadership teams- Led a portfolio of departmental talent initiatives. I (a) created of new competencies framework used to recruit 100 new associates in 2022 (b) curated customized networking conversation between prospective candidates and various teams (c) developed an employee rotation program and led broader talent development working group (d) developed a new leadership profile used to benchmark and assess departmental executives

- In this unique role I (a) supported the Head of External Affairs and other VP+ leaders on special initiatives, organizational planning, change management, executive presentations, and Board memos (b) led cross-functional projects including stakeholder management, team facilitation, strategic planning, and implementation- Strategic accomplishments: (a) co-developed Capital One Foundation grant-making strategy and advised major partnerships with Harvard, CommonApp, and more (b) facilitated 14 strategic planning sessions and crafted interaction model for re-organized Community Impact team (c) co-developed new vision, strategy, and restructure for LIHTC team (d) led development of digital access expansion strategy (e) led CDFI listening tour and strategic recommendation process- Additional successes: (a) won enterprise Circle of Excellence award for co-leading Census 2020 working group which garnered 107K impressions through internal campaigns, reached 56K residents, and supported multiple national/regional non-profits (b) developed plan for employee social impact fellowships program (c) co-led COVID-19 community response

THRUUE is an expert consultancy that works with CEOs and their leadership teams to close the gap between strategy and culture through strategy development, culture assessments, and change management for for-profit and non-profit clientsI a) owned key client relationships, including C-Suite leaders b) advised senior leaders on strategy, change management, HR and organizational policies, and communications c) designed and facilitated cross-functional meetings of senior leadership d) created implementation roadmaps, strategic planning cycles, and trainings c) comprehensively assessed client’s current state by conducting interviews and focus groups, analyzing survey results, and reviewing financial and other documentsI also a) contributed to thought leadership by making strategic frameworks and refining company methodology, especially for change management b) participated in business development meetings and created project approaches and proposals

Founded by Harvard professor Michael Porter and Mark Kramer, FSG is a mission-driven consulting firm for foundations, businesses, nonprofits, and governments in search of large-scale, lasting social change; in addition to strategic evaluation and strategy consulting, FSG specializes in “shared value” and “collective impact” methodsI helped manage client relationships, present to Boards, facilitate focus groups, lead workshops and visioning exercises, conduct stakeholder interviews (usually government officials, business leaders, college presidents, foundation executives, and practitioners), review secondary research, perform quantitative data analysis, and create client deliverables (PowerPoint decks, systems maps, strategic plans, evaluation plans, briefings, etc.)Projects included a) corporate social responsibility strategies for a large technology company, focused on youth and technology workforce development b) strategic planning and stakeholder engagement for a large Texas community foundation, spanning issues such as education, affordable housing development, non-profit capacity building, and immigration c) research study commissioned by several large private foundations on how philanthropic strategies have evolved and their effects on internal operations, organizational design, human capital practices, and culture d) Collective Impact anti-poverty initiative in Rochester, New York

Why do people really leave Google, consistently one of the best companies for which to work?Where do Xooglers (former Googlers) go?Who among them are most likely to return?How can Google win back the world's best technical minds after they've left for elsewhere?I helped answer questions like this for two years, in a role which combined relationship management, data analysis, process improvement, qualitative studies and a bit of therapy (for former Googlers).

-Created and oversaw "Plan for 100" organizational transformation agenda to diversify student representation and professionalize SGA-Worked with Administration, Faculty, and staff to address student concerns and create convergent solutions-Engaged in multi-stakeholder, long-term strategic planning-Secured $62,000 in funding as well as Administration and Trustee approval for the TCU Student Memorial-Created and led Marketing and Communications Team resulting in first structured marketing plan, centralized messaging, 1000% increase in Facebook likes, increased target market awareness, and improved media relations

•Lead all SGA marketing efforts and guided SGA Marketing Team and Director of Communications•Met weekly with top administrators to work on projects and address student concerns•Chaired the Campus Advancement Committee, served on the House Executive Board, Student Body Cabinet, INTERCOM (a meeting of top university organization leaders), and the University Administrative Council

•Chosen during freshman year to participate in a highly selective business honors program based on exceptional GPA, SAT, leadership, community involvement, communications skills and potential for future success •Created marketing plan for local non-profit and traveled to New York and Chile on informative business trips•Participate in challenging courses, some at MBA level, and complete personalized professional development plan

•Worked with consultants and research team on retained executive searches and projects for fortune 500 companies•Managed 10 week project with consultant team to map organizational structures of top industrial machinery companies•Developed a uniform listing and visual presentation of North American and global HR assignments

•Helped develop proposal and presentation materials for community outreach “Ambassador Program”•Created marketing materials for annual “Golf Marathon” fundraiser and contacted sponsors•Developed presentation materials for new volunteer orientation •Participated in development meetings with donors and utilized Raiser’s Edge to input and extract donor information

•Anticipated the needs of 29 residents in developing hall and wing programming •Utilized my personal experience to encourage involvement in student organizations of residents’ personal interests•Negotiated roommate conflict by encouraging clear channels of communication and compromise