My origin story begins as an ERP Programmer who translated user requirements into customized HR solutions. My company had a need for a CRM system that didn't exist in the software, so I built one in the early 2000s. I liked coming up with solution requirements, but not so much coding. That took me to an HR Business Partner role for a company that provided marketing resources for Fortune 500 companies. Between implementing a new HRIS, collaborating with the CTO to build requirements for an operations solution to manage ~20k resources, and going paperless with a few terrabytes of server space and a $12/hr temp when I couldn't get a budget for a Doc Management system, I found I loved solving problems.When I joined RPI Consultants, I really tested technical limits for bespoke process solutions. The role allowed me to balance in-house leadership with client-focused engagements. I was fortunate enough to build and develop a team of high performing HR, Talent, Benefits, Payroll and Absence Management consultants from scratch, scale HCM project delivery and develop various new business offerings. Along the way, I've built relationships with HRIS administrators, Payroll Supervisors, HR Directors, CIOs and so many people who just wanted a better way to manage HR functions sans spreadsheets, home grown apps, physical files and redundant data entry.Today, my focus is on strategic HR roadmaps with clients to support their organizational goals and capitalizing on marketing efforts by building a sales team enablement program to arm them with fresh new content and offerings to engage with clients in a regular cadence.A few of my favorite (work) things:➤ Increasing visibility to inform decision making across business and HR functions - defining the right data to capture + tweaking data models for meaningful analytics➤ Zero PAPER - no forms, personnel files, printed screenshots of the record in the system, etc➤ Personalized UXs to capitalize in the way each person works most efficiently➤Learning Inclusivity - training modalities for every style of learning so no one feels less than, if they don't "get" new technology as quickly as their colleagues I tend to see gaps as a business grows and constantly assess needs, let go of what no longer serves a purpose to make room for what is to become necessary. I've have built solutions with the tools and budget, at my disposal to meet a need,. With a little creativity and trust from leaders, sometimes you don't have to buy what was built for the business that you aren't to become the organization you want to be.