I lead the internally-facing product domain for digital management and introspection of our client-facing teams. This scope spans team inception, staffing, ongoing health & performance, and wrap up. In this role, I support my teams by setting a clear, Firm-aligned, vision supported by fundamental principles so that they know not just what we're doing, but why, and how they can make good, independent, decisions aligned to our purpose. In this role I also have the pleasure of developing our next generation of product managers & future leaders.I am leading both established products as well as scrappy, transformational new products that drive major value for our Firm. This is an Associate Director-equivalent role.

I led the strategy and roadmap for our Firm's internal custom-built resource management (staffing) platform. I stayed true to product management ideals (stay close to the customer, test early & often, deploy frequently, etc) and collaborated with a dedicated team of talented developers, subject matter experts, and designers. We created effective solutions for how to align the best talent we have with the most relevant client opportunities available - solving for both client satisfaction as well as colleague development. Today the platform is used globally across all regions and drives mission-critical processes and reporting.

Joined McKinsey's L&D team to stand up a new digital learning innovation lab. We stayed on top of the latest in technology and innovation and looked for ways to apply it to significantly improve learning and development outcomes for our colleagues. Technologies we deep-dived on include immersive mixed reality, conversational chatbots, big data/advanced analytics, machine learning, API-driven integration and automation, blockchain and even 3D printing.I promoted user-centric design thinking and research, coupled with a fail-fast methodology to quickly validate concepts and launch pilots that drive meaningful impact for our colleagues. I also spoke at multiple conferences, sharing insights and learnings from our work and research.

I led many teams and initiatives as this company grew from 5 to 50. I started in an IC engineering role and then began leading client service teams. I traveled 50-75% for client work, ensuring our technology was delivered and executed as promised at their conferences and events. I later spent time in sales securing major account relationships; as our local Chicago office leader managing day-to-day operations, staffing, and team effectiveness; and as our US Director of Technology, working internally and with clients to enhance our ability to deliver meaningful event technology.

I was an IC and later junior lead for a team that reconciled high-complexity payroll balance sheet accounts. I drove process automation and redesigns, and I led detailed research and resolution of problematic and aging P&L items. I also reported to partner-level leadership in global controllership on several material audits. By leveraging my technology background, I was able to automate most of our mundane tasks and increase the bandwidth and efficiency of our team significantly (on the order of people-weeks per month) as a result. I also led training sessions for new joiners on how to use SAP and other major systems that we leveraged in Finance.

Brought on to implement and train staff on recently purchased computer software that would eliminate paper forms internally and synchronize client/staff scheduling. During this internship, I liaised with the external software vendor throughout the implementation to manage the configuration and data load, and then developed and conducted training for the staff.