Working with individuals and organizations supporting executive and team coaching engagements, facilitating leadership development, program design, organizational development, and assessment of talent. Some examples of my work include:-Partnered with the CEO of an industry specific membership organization for advisement and executive coaching to support their role fostering industry-wide relationships with lawmakers, regulators, and stakeholders.-Support a SAAS organizations global leadership team on conflict styles and application to support transparency in communications. -Completed an executive coaching engagement with the GM of a manufacturing plant and subsequently worked with the extended leadership team on siloed leadership and the development of a supportive and trusting executive team.-Developed organizational competencies models that drive performance, assessment, hiring and promotion for a Washington, DC based consulting firm.-Created and implemented a strategy for a regional financial services firm for the transition to virtual learning and development and supported the upskilling of 45 members of the human resources team.-Assessed 40+ Vice Presidents/Senior Vice Presidents in the hospitality industry and provided individual debriefs using the Hogan Leadership Forecast Series to build individual development plans as part of the succession planning initiative.-Created a custom leadership development program for 30+ leaders in a global organization, including facilitation of group coaching and individual assessment.-Provided development through individual professional coaching with hundreds of managers, senior leaders and executives both in the US and in global regions across multiple industries.-Facilitate coach education courses and mentoring those working to obtain their ICF credential.

This role included a strong focus on development and succession plans for 300+ leaders over six years. Core to this role included developing organizational leaders and teams through talent processes, employee engagement, talent and succession planning, leadership development programs, DEIB initiatives, and oversight of talent technologies. Responsible for implementing programs to identify organization capability gaps and develop a strategic approach to grow and position the talent for future roles. This role supported 900+ technology and 600+ corporate services professionals across two US locations and C-Level leaders globally.• Partnered to implement strategic plans for talent in support of enterprise objectives and cultural transformation efforts resulting in employee engagement scores at 80% satisfaction for three consecutive years.• Delivered Talent Management programs, including Goal Setting, Performance Management, Talent Review, and Succession Planning, resulting in an average attrition of less than 13% and an increase in diverse and female talent by 10% • Supported leaders at all levels with development planning, assessment reviews, and expert coaching skills• Implemented a four-tiered leadership development program supporting 300+ leaders and emerging leader• Partnered to implement a framework establishing a clear track for progression across the professional and leadership level positions in Technology, Sales, and across shared services impacting 800+ associates• Led numerous change management efforts, including mergers and acquisitions and the Salesforce system integration.

As the Manager of Customer Operations, Quality and Training at APS, my role was all about support. I led the team that provided an innovative approach to improving the customer experience via the use of AI/IVR, which reduced call volume by 3% or roughly 300,000 calls. My team provided the tools and oversight to support customers with the knowledge to resolve their questions all while meeting our service level and quality targets that helped drive revenue and shareholder value. Our dedication to the development of the team that was the face of the organization in our customer offices and over the phone was impressive. Together we supported 2.7 million people in Arizona with utility services and increased their satisfaction by 4%.• Recognized by Service Quality Management (SQM) for World-Class Employee Satisfaction and Highest Employee Satisfaction in the energy industry.• Decreased assisted call volume and staffing needs through the implementation of enhanced and redesigned voice recognition IVR voice response options and optimal telephony design partnering with Verint• Reduced operating costs by recommending and leading the change of the operating hours for non-emergency calls from 24/7 to 7-7 M-F, reducing the staffing requirements and costs to the operation by $1.5M annually• Cut call center staff attrition 26% by engaging new, more effective staffing partners.

As the Director for Learning and Development, my team introduced corporate strategic initiatives to employees through training and communication. We implemented a Learning Management System (LMS-Success Factors) across our global teams. Together we provided project management support and deployment expertise related to cross-company operations initiatives, leadership development, global project management, and career progression plans for front-line positions globally. -Supported the onboarding and ongoing development of 3000+ travel associates working on corporate and US government accounts. Led the client onboarding training team to support the sales process.-Directed a twenty-five-member team of managers, content developers, and trainers to support internal talent and customer onboarding-Led the implementation of the LMS (Success Factors) in North America and globally (Australia, Germany)-Supported delivery of content using virtual systems and online content to support a globally dispersed workforce using virtual and online platforms-Collaborated with Human Resources and Organizational Development teams to ensure the successful integration of performance management and talent management solutions-Partnered with business development teams to consult and advise on customer needs and priorities to create a consistent end-to-end customer onboarding journey

In this role, my team developed training content for North America, global strategic accounts and the US military and government business. Our responsibilities covered a broad range of deployment and design elements to support business initiatives. Many of the members of this team moved into larger roles within the organization.

This role included working with one of the organizations largest accounts, supporting work migration smoothly to overseas partnerships. The organization focused on quality and Six Sigma practices, offering the development and a green belt certification.