(Acquired by Bristol Myers Squibb in January 2024)At Mirati Therapeutics, I lead strategic talent management initiatives that strengthen company culture and enhance capabilities across all levels. Key highlights include:Performance Management Overhaul: Led a comprehensive revamp of our performance management processes to promote continuous improvement and development. This included integrating performance ratings for the first time, using data from our inaugural employee engagement survey to inform changes.Employee Engagement: Spearheaded Mirati’s first employee engagement survey, marking a pivotal shift in how we gather and act on employee insights. I developed a tiered action plan addressing company-wide, functional, and team-level needs based on the feedback.Leadership Development: Designed a custom leadership program that leverages engagement data and focus group feedback. This initiative provides leadership training across management levels, aligning behaviors with company values. The program is set to expand with leadership assessments, further enhancing its scope.Communication & Alignment: Drove high-impact communication initiatives, including leadership and all-employee meetings, to boost transparency and ensure alignment with HR strategies amid organizational changes.Since Mirati's acquisition by BMS, I’ve focused on supporting employees through the transition. This includes adapting learning strategies, aiding employees in navigating change, and aligning HR resources with BMS processes. I continue to manage Mirati’s programs, including leadership development and change communications, to maintain continuity and support for our team during this transformation.

At Blue Beyond Consulting, I collaborated with a leading company in the gaming industry to enhance their talent management strategies. My role focused on supporting the delivery of a leadership development program aimed at empowering managers to foster more productive and engaged teams. Additionally, I played a key role in the major overhaul of the client's performance management system. Working closely with their Head of Talent, I helped design and implement a new performance rating system and talent review process, which significantly refined the strategic management and development of their talent pipeline.This brief yet impactful engagement significantly deepened my expertise in organizational development and broadened my perspective on external talent management. It enhanced my understanding of how my primary client, along with other major tech companies in the San Francisco area, operates and supports their teams.

(Arena was acquired by Pfizer in March of 2022)As part of the Talent Management COE, I was responsible for supporting and delivering on several initiatives including Learning & Development, the Engagement Survey, Performance Management, and Organizational Development. My primary accountability was the creation and implementation of Arena's Learning & Development strategy. In 2021, Arena launched LinkedIn Learning and used the platform as the foundation for many of our learning programs by generating monthly learning themes and then creating customized content to support Arena's learning objectives. This role was also responsible for partnering with other HR functions to create scalable learning content and training for employees across the organization and at multiple levels.I also supported a host of other talent projects including the creation and launch of Arena's first competency model, migrating the performance management process to Workday, converting Arena to a fully remote organization, and launching an engagement survey with action planning at all levels of the organization.My role is focused on supporting the shifting employee needs as Arena was acquired and integrated into Pfizer. Based on the acquisition announcement in December 2021 we adjusted our 2022 learning strategy to focus on creating resources that help employees manage ambiguity and providing managers with the tools and resources to guide their teams during change.

In my next role as a Human Resource Business Partner, I strove to understand how to better support the employees who were utilizing the Talent Management processes created and implemented by the corporate TMOD team. As the HRBP for the Global IT function, I assisted in PepsiCo's largest hiring and leveling project to date - the redesign of the IT function. I was responsible for mapping my sub-functions talent to PepsiCo's new functional design, creating and launching change communication plans for managers and employees, and supporting employees through the change post redesign. Additionally, I supported the function's core processes: performance management, engagement survey implementation, people planning, and ad hoc requests.

My role was two-part: (1) Supporting PepsiCo's Global R&D function and (2) supporting the R&D Fellows program - an elite senior scientist group created to explore some of PepsiCo's most unique and challenging food science problems. As the support for the Global R&D function, I assisted in the design and implementation of a global manager capability training for more than 1,000 people managers. I also delivered TM/OD interventions on high-performing teams, new leader assimilation trainings, and team-building sessions. As the talent support for the Fellows program, I assisted in the redesign of the Fellows selection processes by identifying future skill needs for the program, identifying potential candidates, and creating a multiple hurdle selection system.

As the Human Resource Partner for Sofidel's manufacturing plant in Tulsa, my role was responsible for day-to-day activities of hiring candidates, onboarding, pay, and benefits. Additionally, I was responsible for creating a strategic plan to reduce the plant's turnover rate. Tactics included creating and facilitating manager capability trainings, hiring manager trainings, and analyzing employee exit data. Key trends from the exit interviews where then used to create plans for continued improvement to hiring, scheduling, and management.

As the Graduate Assistant for Diversity & Inclusion, I created university-wide programs, aimed at helping students understand the impact of diversity and the importance of eliminating barriers for others to create an inclusive campus and post-graduate world.

My role as an intern was to support the role out of Sprint's competency model for the IT function. In this role, I proposed methods for collecting job analysis data, hosted SME interviews, and created a guide for generating competency models in other functions across the organization.

My goal was to understand how companies obtain, analyze, and share their research findings with their clients. In this learning role, I observed SME interviews with the purpose of gaining market data to identify target populations for new pharmaceutical drugs. The internship provided me with a valuable introduction to how businesses operate and successfully deliver the results to their customers.

I was selected to receive funds for my research project in the field of Psychology & Law. In this role, I proposed a research project, conducted the experiment, and presented the results locally and nationally (Rocky Mountain Psychological Association). The project aimed at understanding the implications of integration format (video, audio, and transcript) on perceived interrogator deception and coercion on the defendant.

As a student instructor, I supported other students in a social science statistics course by facilitating learning activities outside of class, creating supplemental learning handouts, and providing 1-on-1 tutoring. In this role, I learned how to identify the learning needs of those I supported and what resources would help them to absorb and implement their learnings in the classroom.