SUMMARY: Lead the design and launch of repeatable, core talent programs for North America employees in Wholesale, Retail, Customer Service and Distribution Centers. Partnered with People + Culture Business Partners to deliver functional talent strategies that supported their business strategies. • Designed and launched new talent and career development programs including performance, talent strategies, calibrations, skills assessments, leader 360s and engagement programs.• Designed new Individual Development Planning (IDP) process that is based in growth, development and activism for all salaried and hourly employees.• Created Change Management strategies to deliver new talent programs including employee empathy sessions (using design thinking techniques) and engaging Executives for change sponsorship.• Prepared HR Business Partners and leaders to champion new HR programs which resulted in higher adoption among employees and engagement by Leaders.• Built scalable talent-focused tools in Workday such as talent calibrations, 180 feedback, talent reviews, individual development plans, skills assessments and goal setting.

SUMMARY: Led team of Change Management professionals to deliver HR Portfolio spanning 85 projects / programs in Talent Acquisition, Talent Development and Total Rewards. Oversaw all change management delivery activities, including leadership engagement sessions, strategic communications and immersive learning experiences, achieving targeted adoption metrics for new HR programs.• Developed end-to-end Change Management methodology, used by Project Managers and Change Managers to report consistently on HR Portfolio in one common language.• Launched first ever “HR Readiness” team and strategy, whose mission was to prepare 1K-plus HR organization (HR Business Partners, HR Advisors, and COEs) for launch of new HR programs.• Assessed employee and Manager change saturation risk of 3-year HR roadmap and advised on load balancing and pacing the portfolio.• Advised Senior HR leadership team on change management strategy spanning across Talent Development, Compensation, Org Development and Talent Acquisition.

SUMMARY: Led cross-discipline team to reimagine and launch new performance management program for 80K-plus employees including retail, distribution centers and wholesale teams. Integrated performance into adjacent talent practices like talent reviews, succession and rewards and recognition programs. • Conducted over 125 Design Thinking sessions with employees to redesign performance management program, including quarterly goal setting, and continuous manager feedback, increasing employee engagement scores on performance management related questions.• Drove Change Management strategy of new Performance Management process through leadership engagement sessions, HRBP readiness trainings, and on-demand digital training materials.• Designed new performance program with Compensation, Succession, and Talent Acquisition, ensuring seamless process fitting into broader HR strategy.

SUMMARY: Executed integrated talent strategy for enabling functions, including talent development curriculum, talent acquisition agenda and bi-annual talent planning sessions. Facilitated talent reviews with senior leaders, built tools, assessments and reports to aid in these reoccurring talent reviews. • Provided consulting and coaching for cross-functional internal clients engaged in change management strategies.• Designed and delivered 70-20-10 based learning curriculum, building change practitioners and project managers change capability through structured mentoring, on the job learning, and formal change management courses.• Developed competency model and drove individual development and succession plans for critical roles within the organization, resulting in just-in-time promotions for high-potentials, stretch opportunities, and performance plans.• Increased Nike’s PROSCI Change Maturity rating from 1.5 to 2.95 (out of 5), resourcing and hiring change management professionals company wide, growing from 44 to over 155.

SUMMARY: Designed and program managed Global Sales Learning curriculum to build sales acumen of global sales workforce.• Partnered with Global Sales team and training vendors, developing fundamental sales and retail programs for Greater China, Southeast Asia, Japan, Europe, and emerging markets audiences.• Designed global Train-the-Trainer program, allowing team of leader-nominated sales experts to deliver 70-20-10 based sales curriculum.• Leveraged web technologies like wikis, social media, video training, podcasts, blogs, and other bottom-up learning channels, developing global sales workforce.

SUMMARY: Designed and delivered training to North America customer service workforce through instructor-lead training, e-learning, experiential learning and blended learning channels. • Lead implementation of SME-lead training model for all courses which included curriculum development, SME-recruiting, Content Train-the Trainer sessions, course delivery and evaluation.• Headed global e-learning committee of training professionals from around Nike, Inc. and applied best practices to Customer Service curriculum development.• Implemented SharePoint knowledge base initiative utilized by 300+ employees from Operations, Customer Service, Sales and Learning and Development teams.

SUMMARY: Conducted needs assessment to define requirements of Process Excellence customers and developed training materials (quick reference guides, e-learnings, pre and post learning exercises, etc.) to support process improvement initiatives. • Managed and updated Process Excellence learning center (e.g. web site, tools, PE mini-guide, reference materials, templates, cases, articles, etc.) visible to 31,000 employees.• Managed training delivery and documentation for roll-out of global scorecard metrics database used by the geographies.

SUMMARY: Taught weekly Kindergarten through eighth grade computer classes integrating technology and State curriculum. • Managed budget for technology center serving 325 students and faculty/staff of 65.• Conceptualized and developed disaster recovery plan, 5-year technology plan and network security plan.• Provided training and desktop support to faculty and staff of 45.• Purchased, installed, and upgraded all new hardware, software and technology.