Company: Founded in 1962, SLAC is one of 17 Department of Energy national labs with 1,700 employees and hundreds of annual research collaborators that push the frontiers of human knowledge and drive discoveries that benefit humankind. We invent the tools that make those discoveries possible and share them with scientists all over the world.My Role:As a member of the HR leadership team, I am excited to lead our Talent & Organizational Development COE as we strive to enhance the professional growth of SLAC colleagues, create new learning opportunities for teams, and enable leaders at all levels to solve complex organizational challenges.

Company: UCSF is the only school in the University of California system devoted exclusively to health sciences. With a $9 billion budget and 27,000 faculty and staff, it features four professional schools: Medicine, Dentistry, Pharmacy, Nursing, plus dozens of hospitals and outpatient facilities in the San Francisco Bay Area. My Role:As a member of the IT leadership team on a two year contract, I was pleased to be accountable for the development and execution of change management strategies for major IT-led initiatives that impacted all UCSF faculty and staff. Major Contributions:* Improved cybersecurity resilience by deploying change management strategies and tactics such as end user training, town hall communications, and stakeholder engagement* Chaired governance committees of 30+ UCSF leaders, advisors, and change advocates* Partnered with Enterprise Project Management Office (PMO) and functional leadership to implement Chancellor-sponsored IT Operating Model

Company: I launched Trailhead Management Consulting Services to meet a growing demand for human capital solutions in the healthcare sector. The four primary service offerings included Strategic Change, Talent Management, Organization Assessments, and Idea Hikes. My Role: I loved running my own business and was accountable for everything to ensure its success: marketing, accounting, finding new business, delivering on projects, and more. My clients included medical centers, regional health insurance plans, and biotech start-ups.Representative Projects:* Change management execution for a medical center’s HR transformation featuring a new shared services launch, technology implementation, and new organization design* Change management strategy for health provider’s headquarters consolidation and new workplace experience* Leadership development courses to enhance communication skills for high potential employees and teams

Company:Clorox is a leader in the fast moving consumer goods (FMCG) sector with $7B in revenue, 8,000 employees worldwide, and 100+ years of innovation. With strong R&D, they deliver happiness through well-known brands across several segments: cleaning (Clorox, Pine-Sol), home (Brita, Glad) and wellness (Burt’s Bees, Neocell)My Role: I was proud to lead change management and talent development for the IT organization. After joining as a change management advisor on a single project, I expanded my responsibilities to advocate for the entire IT team, enhance their professional development, and lead change workstreams for large-scale IT initiatives. Major Contributions:* Minimized operating risk across international business units by designing and leading 2-year change management strategy for new outsourcing model* Improved IT’s capability as a business partner by enabling Learning Academy for the entire IT organization* Deployed new career development model supported by change management strategies, leadership commitment, and new technology

Company: Republic Services is the second largest environmental services company in North America. The $11B in revenue supported by 39,000 employees and commitments to recycling sustainability, renewable energy, and community involvement highlight their impact across 47 states. My Role: I enjoyed leading all organization development activities in the nine states of the West Region where I focused on change management strategy and execution for process and technology adoptions and on talent initiatives with the top 100 leaders in Operations, Sales, Finance, Engineering, and Human Resources.Major Contributions:* Increased talent benchstrength, mitigated talent risk and developed succession plans by facilitating 300 talent assessments on senior leaders annually* Secured adoption of enterprise-wide initiatives including new talent management system, organization redesigns, and initial employee engagement survey * Designed and deployed 14-hour experiential program to improve 2,000 managers’ ability to motivate teams and drive operating results through influence and feedback

Company: PwC is one of the Big Four accounting and consulting firms with more than 325,000 employees in 152 countries, generating $50B in revenue. They provide Assurance, Tax and Advisory services to 84% of the Global Fortune 500. The People & Change Team provided client services to make change stick, maximize the impact of talent, achieve organization alignment, and create sustainable people operations.My Role: It was highly rewarding to help grow the NYC Metro People & Change team from 6 to 50 people, develop thought leadership materials, upgrade change management methodologies, and lead teams on projects with clients in the healthcare, pharmaceutical, financial services, and consumer products sectors. Representative Projects: * Decreased workflow time for $18B global client’s R&D operation by implementing change management and communication plans for clinical trial process improvement * Implemented new people and customer strategies for $10B client by partnering with executive team on a 12-month enterprise-wide organizational transformation* Reduced $10B client’s employee turnover by implementing new leadership practices for senior executives and 1,200 managers through off-site workshops, 360 feedback, and individual coaching