Playworks AmeriCorps Coaches serve for a school year at an elementary school providing essential opportunities for children to explore their imaginations, connect with other kids, and stretch and grow. Through service, Playworks AmeriCorps members create a place for every kid on the playground to feel included, be active, and build valuable social and emotional skills by organizing games during and after school.

Organize and direct practice and play for the team. Create a positive and motivating environment. Develop each athlete's confidence and competitive spirit. Promote individual and team growth in sportsmanship, teamwork, and camaraderie. Supervise players before, during, and after practices and tournaments, Communicate with other coaches and the club director to establish a team culture.

The Community Economic Development (CED) project focus is ensuring economic security and upward mobility, particularly for women and youth in local households. Aligned with the development approach, assume roles such as co-trainer, co-facilitator, and mentor, fostering entrepreneurial behaviors and imparting vital business skills to youth and women entrepreneurs. Primary emphasis lies in small and micro enterprises, specifically in agribusiness and solid waste management, with a commitment to gender equity and positive youth development.Contributions include unlocking entrepreneurial potential, aligning with national strategies for women and youth entrepreneurship, and active participation in local business events. Partnering with local entities to engage in co-organizing activities with youth clubs being vital for developing entrepreneurial skills.Capacity-building within women's groups involves co-training in basic business skills and collaboration with partners to facilitate access to technical training and financial services. This extends to supporting local partners in co-op development, youth employment opportunities, and resilience building for micro and small enterprises.Recognizing the significance of Information and Communication Technologies for Business (ICT4B), contribute to leveraging these tools for enhanced business outcomes.Integral to efforts is the incorporation of gender equity and empowerment initiatives across all aspects of work. Collaborating with community members, actively promote gender-equitable norms and work towards enhancing the sense of agency among girls and women.As a catalyst for Senegal's development, share our story with counterparts and host governments. Additionally, monitor and report on activities throughout service, contributing to the wider Peace Corps narrative and fostering sustainable impact in the communities we serve. #CommunityDevelopment #Entrepreneurship #GenderEquity #PeaceCorpsImpact

Reporting to founding CEO of largest Daimler Truck dealership in New England with 400 employees. Responsible for all aspects of human resources, health and safety, and environmental compliance. • Created and facilitated first company leadership development program using virtual format. • Restructured HR team to align around key stakeholder areas of Recruitment, Retention, and Education across what had been two separate companies now becoming one. • Executed first employee engagement survey with base line eNPS of 27.11 and 73% response rate. Actions planning at corporate and location level. Second year score increased to 33.9.

Responsible for Field Human Resources for 15,000 employee company with United States, Canada, and India operations. Clean Harbors is the largest hazardous waste disposal company and largest collector, recycler, re-refiner of used oil in North America.● Reduced company turnover by 31% (900 bps) by leading a team to create engagement action plans for every manager in the company that addressed key concerns from employee survey. This result equates to keeping 1000 more employees every year. Overall company Employee Net Promoter Score increased by 510 bps (-12.4 to -7.3) and HR team increased 5730 bps (-34.6 to 22.7).● Led realignment of HR structure while creating centers of support to better support the business leading to increased customer satisfaction as measured by the end of year survey from Gartner.● Initiated new recruitment efforts for university, military, diversity, and various trade and technical schools leading to fill rate of >95%.● Created regional talent acquisition and onboarding teams that included recruiters, driver trainers, and onboarding managers to reduce time to job ready from 100 to 60 days. ● Created and implemented contract tracing process for COVID-19 as part of essential services provider crisis plan. Average impact rate has decreased from initial 4.3 to 1.2.● Identified processes for offshoring to Global Capability Center in India resulting in a 600 person team in two locations in India.● Executive Sponsor for Latin Employee Resource Group as part of overall company Diversity & Inclusion efforts.● Facilitated move to metric focused human resources organization.● Active Board member of SkillUSA Massachusetts.

Reporting to founding CEO of private education technology company with 600 employees and 40,000 independent contractors. Varsity Tutors is a live learning platform that connects experts and learners in any subject, anywhere, anytime. Part of executive team which was able to secure $50+mm Series C Raise● Led newly formed executive team through process to create vision, mission, and cultural aspirations that were aligned to competencies. Created measurement tool to assess current state of culture as part of engagement survey● Created competency based model for 360 feedback, hiring standards, and performance review● Created first headcount planning forecast to ensure hiring to needed capacity for peek seasons. Headcount grew from 150 to 650 people in 2.5 years. Implemented new technology to allow for scaling of business including 40,000 independent contractors with fewer recruiters resulting in a 30% reduction in cost of hires● Created leadership development program for front line managers and ran program three years with a total of 60 participants resulting in 30% of roles being filled by internal promotion. Participants from this program paid it forward with our Learning Bit monthly seminars.● Project manager for new 40,000 square foot office in Tempe which was under budget and has received numerous press accolades ● Created phantom equity plan (Unit Appreciation Rights) and process for distribution of initial and annual performance grants● Implemented multi year strategy to provide employee choice in health insurance with various healthy habit incentive rates with principled decision making as foundation● Established Varsity Tutors as leading company on campus for MBAs from University of Michigan Ross School of Business and University of Washington Foster School of Business in 3 years going from no presence to the most attended company in 2018. Had a total of 33 interns in 2018 versus zero in 2016

Reporting to CEO, Chairman and Founder of $500 million revenue, private company with operations spanning four continents and 10 countries with approximately 5,000 employees responsible for Human Resources, Facilities, Workforce Planning and Security. kgb is a retail, banking, business process outsourcing, customer service, advertising and enhanced information services company across multiple platforms, including mobile and landline phones, SMS and the internet. Brands include Conduit Global, 118118, 118218, 118118 Money.• Recruited and on-boarded Senior Executive team including CEO to replace founder with emphasis on digital and brand marketing expertise. Guide strategy development and execution of operational plans including exit strategy for various countries.• Created Leadership Development Program with mix of classroom and project based learning across three different levels within the company. Has increased employ engagement as measured in recent survey.• Reduced cost of global facilities by 30% ($4 million) through increased utilization and new leases for 20 locations. This included move of eight locations in 2 year period.• Reduced recruiting costs by over $5 million annual by bringing skills internally while increasing speed and quality of hiring.• Led Human Resources due diligence and subsequent transition for multiple acquisitions including Dutch based company (Centroid) specializing in people search and Web Crawler (a/k/a Search Engine Spider) and UK based company (Re5ult Ltd. d/b/a Texperts) to launch kgbkgb mobile text service business in USA. • Established model for company to rethink how and where people work. Created a work at home model, independent contractor solution of workforce management for the United States which resulted in having peak of 16,000 people working for text services. Introduced work at home employee solution in The Philippines with over 2,000 people working for text services.

• Senior Human Resources Executive reporting to Group President for three separate lines of business (Stadiums & Arenas, Convention Centers & Cultural Attractions, Harrison Lodging) representing $1.6 billion in revenue, 300 locations in United States and Canada, peak seasonal staff of 60,000 employees. Each business has separate HRVP leader with shared resources around staffing and organization development.• Recruited and on-boarded 3 Presidents, 3 Regional Vice Presidents, Sales Vice President, Marketing Vice President and 2 Vice Presidents of Human Resources.• Created comprehensive training program for District Managers including: Culinary Institute Program, Level 5 Leadership Program, and Retail Program.• Reduced workers compensation costs by 37% ($5.0 million) from 2004 to 2006.• Spoke as guest lecturer at Cornell University and Washington State University. • Facilitated Diversity Leadership Program for ARAMARK’s Strategic Leadership Institute. Use Roosevelt Thomas model in program.• Redesigned bonus plan and introduced sales commission plan.

• Senior Human Resources Executive reporting to President for K-12 and Campus Services business representing $400 million in revenue at 400 locations across United States. • Recruited and on-boarded CFO, Marketing Vice President and Regional Vice President.• Redesigned Front Line Manager bonus plan for better line of sight.• Rationalized training and development program after ServiceMaster integration. Part of transition team post $1 billion purchase of company.• Spoke at numerous industry conferences (i.e. APPA/NACUBO) on topic of diversity.• Winner of ARAMARK’s highest award for line of business in 2002 (Davre Davidson Award).

• Senior Human Resources Executive in Eastern and Southern Regions reporting to Senior Vice President. Responsible for 5000 employee at 55 locations in 27 states representing $350 million in revenue.• Managed transition from one Senior Vice President who was removed to next Regional Leader.• Senior Human Resources Executive in Western Region reporting to Senior Vice President. Responsible for 3000 employee at 35 locations in 7 states representing $220 million in revenue.• Moved organization to Internet recruiting and on-line applicant processing. Changed culture of organization by having managers see staffing as strategic and proactive rather than tactical and reactive process.• Worked with four regions to create entry level Sales Representative position. This helped build bench strength and decreased Account Manager turnover in West by 14%.• Led cross-functional cross regional task force to revise Career Management Process (Performance Review) and Management Development Review (Succession Planning). Created training program for managers on how to use the process. Successful role-out in fall 1999.

• Decreased absence levels by 16% year over year and decreased restrictions by 25% at APG.• Filled managerial jobs in 14.7 days in 1997 versus 66 in 1996. Entry level jobs filled in 50 days versus 70 days at APG.• Developed Improvement System for APG 1997 Productivity Plan that uses Labor as Percent of Sales, Line-Fill, Scrap, and Safety as key metrics. Bonus is paid out quarterly with 1997 payout equaling approximately 3% of earnings. Editor of weekly communication package for entire site communicating results of plan and suggestion program.• Represented company at all levels of grievance proceedings at APG (800 UAW represented employees). In 1997 only 35 grievances of which only 1 reached district official. All were settled before arbitration.

• Managed 46 operators and setters while in England. Introduced Kanban System on Bosch Line. Achieved 90% efficiency on lines. Daily start of shift briefings to go over issues and suggestions. • Organized move from three to two shifts in assembly at Skelmersdale resulting in increased productivity and decreased wage cost by 12% annually.• Reduced occurrences of lateness by 20% and absence by 30%. Overtime reduced by 67%. Effective headcount reduced by 25% while increasing plant production in England.• Led Management by Fact process for Shaft Wheel Assembly Project in England. Increased capacity by 25% through problem solving and root cause identification techniques.• Participated in union negotiations in England (500 AEEU represented employees). Developed plans to implement increased performance pay both on a European basis and plant basis using Housekeeping, Quality, Safety, Delivery, Inventory, Productivity, and Profit targets. Reached settlement at 2.2% pay increase.

• Provided continuous support for facilities in Mexico, Asia, and Europe including training, salary planning, headcount forecasting, and cultural orientation while in Turbocharging Systems. • Developed and implemented rotational program focusing on operational competencies and experiences. Successfully recruited highly talented candidates into this program that spans ten plants, five countries and two business units.• Led worldwide Human Resources team on Mentoring and Best Practices amongst the 12 Turbocharging Systems plants in 10 countries (Italy, France, UK, Ireland, Brazil, Mexico, China, Japan, Korea, and United States).

Acquire names and addresses to grow sales from our mailings.