Supported development and implementation of the Talent Management strategy for the organization.•Launched Leadership Skills Lab curriculum, designed, developed, and facilitated live virtual sessions. •Developed organizational Core Values and supporting behaviors and the Leadership Framework for leaders VP and below. •Consulted with internal clients on learning requests, scoped, designed and delivered requested programming •Curated and created on-demand leadership learning library

Mind Market is a coaching and resource center for organizations that choose cultures of brilliance over systems of chaos and change. I conduct focus groups to assess and enhance the new employee and create curriculum for leadership development working with Learning and Development function in a large health care system

Developed, delivered, and assessed leadership development for both shipboard and shoreside teams. Took ownership in key HR technology implementations, sourcing new learning technologies, change management initiatives, and talent management.•Created innovative shipboard leadership training series from conception through pilot to support culture transformation.•Recommended process improvements to further development of learning culture and increase department’s alignment with strategic and operational priorities. •Developed and facilitated shoreside leadership workshops and cohort program for rising leaders based on new competency model with focus on peer learning, retention, and application.

Established foundation for continuous learning delivered to experienced leaders, account managers, clinician recruiters and operations staff during integration of Miami and Dallas businesses (post-merger). Strengthened culture to support mission and vision. •Designed and delivered workshops that addressed critical gaps in sales process knowledge and skill. Collaborated with supervisors post-training to ensure on job transfer and reinforcement, thereby achieving return on training investment

Leadership development-competency formulation, assessment and program designLearning strategy formulationFacilitationPerformance improvement-Analyzed 5 critical management and operational roles during organizational change at MasTec, developed job models, recommended process improvements, non-training interventions, and training priorities-Crafted and ran 2-day assessment center for aspiring sales leaders at Smith & Nephew-Promoted, developed and oversaw first talent-based assessment and selection process for twogroups of senior salespeople in 10 regions across the US, ensuring candidate fitness to newly-createdroles-Created and facilitated Special Agent leadership training and related initiatives for the Miami FBI.-Facilitated “Essentials of Leadership” workshops at the University of Miami, piloting the first structured, enterprise-wide development program-Supported a national rollout of team building sessions for Burger King Corporation franchisee. -Created competency model, evaluation methods and development guide for individual contributors in Cisco LATAM Marketing-Facilitated executive goal setting and goal alignment process for the Miami YMCA to kick off enhanced performance management process, aligned to corporate strategy and goals for employees at all levels. -Implemented 360-degree coaching curriculum for Human Resource Generalist staff of 25 at Ryder

Directed learning, development and evaluation functions for Contact Center, Public Health Partnership Program and Health Communications Research components of NIH program during period of rapid growth and functional changes. •Developed career paths and mentorship opportunities for supervisory level roles enabling gap-free succession when promoting internal candidates; assessed readiness for role transitions•Increased efficiency in learning by setting standards for design, delivery and evaluation of training •Improved management’s capacity to identify candidates with potential to succeed by implementing scorable, structured interview process including job simulations

Internal consultant located at corporate headquarters responsible for company-wide initiatives supporting 33,000 employees. Advocate for the use of psychometric and other assessments for the selection and development of key professional and management positions to build talent pool. Identified competency and talent requirements for key positions, both generic and technical. Led the HR team which implemented performance management program based on the first balanced scorecard within Ryder that defined indicators beyond traditional financial measures.