Through comprehensive consulting services tailored to each client's needs, I work with values-based businesses, typically in the start-up or growth phase, to develop and implement strategic and tactical People solutions to maximize team potential and deliver better business results.Services: Fractional Leadership (CPO): Whether scaling rapidly or navigating change, I provide strategic HR leadership to help you design and implement systems that enable sustainable growth.Bespoke HR Consulting: From talent acquisition strategies to leadership development, I work with organizations to craft solutions that are as unique as their challenges.Advising Services: With experience in global HR operations and leadership, I guide executives in building resilient, high-performing teams that support long-term success.Service specialties include interview design, performance management, new hire onboarding, HR strategy development, training programs, policy creation, culture building, succession planning, HR risk & compliance, and more. Let's connect!

KOKO Networks is a climate technology company that primarily focuses on providing a clean, affordable cooking fuel alternative to charcoal and kerosene in East Africa. They distribute liquid bioethanol through a network of "KOKO Point" fuel ATMs located in local corner stores, aiming to reduce deforestation caused by charcoal usage.

CrossBoundary Group is a mission-driven investment and advisory firm that unlocks the power of capital for sustainable growth and strong returns in underserved markets.• First HR hire; built and oversaw global HR processes, policies, and systems related to recruitment, onboarding/offboarding, compensation & benefits, employee relations, performance management, health & safety, training & development, compliance, immigration, and HR analytics • Hired and onboarded team members across 26 countries; grew the team by an average of 44% year over year • Transformed CrossBoundary's performance management system, including the migration to an online tool; created firm-wide competency frameworks and feedback principles and introduced a career management council; in April 2022, 100% of reviews were completed (148), including an additional 794 peer reviews• Co-founded CrossBoundary's Diversity, Equity, and Inclusion (DEI) Committee in 2019• Spearheaded the first firm-wide DEI workshop series in 2020; 98% of team members either Agreed or Strongly Agreed with the statement "I found these workshops valuable," and 93% either Agreed or Strongly Agreed with the statement "I will be able to apply what I learned in these workshops to promote DEI in the workplace"• Orchestrated and co-facilitated the first firm-wide in-person DEI training, which had the highest satisfaction rate out of all 14 sessions hosted during the 2021 CrossBoundary Summit • Pioneered more inclusive family leave policies, increasing primary caregiver leave from 12 weeks to 24 weeks and secondary caregiver leave from 2 to 4 weeks• Oversaw compensation and benefits strategy, including annual benchmarking; launched pay transparency across the firm• Ensured employment and immigration compliance across all offices globally, including acquiring work permits• Reported to the Co-founder and Managing Partner, served on the Executive Leadership Team, the Group Council, and the DEI Committee

One Acre Fund is a rapidly growing social enterprise that supplies financing and training to help smallholder farmers grow their way out of hunger and build lasting pathways to prosperity. As of 2018, we served over 600,000 farmers across 7 countries and employed 6,900+ individuals across East Africa, Southern Africa, and Southeast Asia.Oversaw Rwanda's People Division, serving a team of 1,800+ FTEs across the country. Within this division, managed four departments including Human Resources, Training & Development, Corporate Operations, and Infrastructure, a team of 150+ FTEs. Some work examples include:• Increased employee satisfaction for all One Acre Fund staff in Rwanda from 68% in 2017 to 78% in 2018, attributed in-part to a new focus on DEI, clearer policies around promotions & performance reviews, and more opportunities for training and development • Instituted a new performance management system, which included migrating 1,800+ employees onto the same biannual performance review (PR) cycle in 2018; met goal of 95% completion of PRs• Offered 320+ in-house trainings within first two quarters of 2018 with trailing 60-day Net Promoter Score of 86; 74% of staff said they were satisfied with in-house training opportunities, up from 68% in 2017• Oversaw creation of online professional development database with resources and over 100 training courses• Set vision and strategic plan for division, including annual goal setting (OKRs); exercised responsibility of $5M budget • Won leadership support to launch an adult learning series for participants to engage in complex issues impacting workplace dynamics and culture, often involving issues related to race, class, and gender• Served on Rwanda's leadership team alongside the Country Director, Deputy Country Director, and five other Division Leads, a small group of the country's most senior staff responsible for making strategic decisions for the country program.

• Oversaw Rwanda's Corporate Operations Department, which included leading and developing a team of over 60 staff members • Managed security, health, emergency response, fleet and property management, diversity & inclusion, and external relations for One Acre Fund's Rwanda program• Responded to several staff emergencies and implemented new security measures to increase overall safety and security, increase guard accountability, and ensure standard operations procedures were in place• Created new systems and policies within year one, including a new Transport Policy which created greater transparency and efficiencies; within the first four months taxi costs decreased by 51%; expected savings just on taxis is $60k in Rwanda in year one • Supported in global strategy of new-hire onboarding, including custom-built culture and sensitivity trainings for international hires • Managed a budget of over $1M in Rwanda, and reduced our Global Corporate Operations & shared services budget (~$5.5M) by 15% globally across six countries in 2017 with the introduction of tighter controls and efficiencies

• Launched Manicube Chicago, a Bain Capital venture-backed mobile provider of beauty, health, and wellness services, and grew the portfolio to include 49 clients and 19 service providers completing over 8,000 services in year one• Won co-founder support to pilot a new, market-differentiating service, leading to a substantial increase in appointments booked and total revenue generated in Chicago; the new service was adopted enterprise-wide • Built and digitized our service provider training, used to train over 90 employees saving over 550 hours of in-person facilitation time and averaging $20,000 in cost savings in year one; conceived project from vision to reality • Owned Chicago’s P&L statement and managed over 45 existing client relationships to optimize internal marketing channels and drive new customer acquisition• Tracked, measured, and analyzed client-level operational metrics to diagnose trends and recommend changes to increase revenue, utilization, trial rates, and repeat rates• Maintained highest customer service ratings in all four markets with an average of 9.4 out of 10 and trailing 60-day Net Promoter Score of 87, driven by quality control processes including regular performance conversations • Managed team of 22 while overseeing the recruitment, hiring, training, and development of all employees; administered payroll • Created strong culture which led to lowest turn-over rate in all markets • Staffed over 1,700 client visits• Completed data analysis project revealing key drivers of customer satisfaction and dissatisfaction; insights and recommendations led to promotion to Senior Manager, Operations / General Manager

• Led new organization-wide initiative to streamline team efficiency with hiring processes, and partnered with regional teams in cases of increased complexity• Designed and gained approval by Executive Leadership for regional based human assets role to oversee employee hiring processes across all 48 regions; oversaw rollout of this new role impacting over 2,000 staff members• Advised on communications for annual compensation reviews and performance evaluations distributed to entire 2,000+ staff members • Coached and counseled 50% of Teach For America's regions across the nation on complex HR policies, performance management, and strategic planning• Co-led a professional development learning community of 40+ Strategy, Talent, & Operations employees across the nation• Led more than 200 operations staff members across the organization biannually on topics related to leadership, diversity, and skills-based coaching

• Planned and executed operations at our university site where we trained over 500 incoming Teach For America Corps Members• End of year survey showed 84% of corps members and staff strongly agreed / agreed that operations at the university site were strong and efficient; highest percentage received in history (20+ years) • Set vision and managed a team of three• Co-designed and led a professional learning series for 20 staff membersI returned to this position in 2013.

• Partnered with talent recruitment team to define regional needs, create job descriptions, generate hiring resources, support searches for key roles, and otherwise ensure that all aspects of talent recruitment, management, and development were in place • Created framework and drove execution for staff meetings, retreats, and other staff interactions intended to meet regional goals and enable a cohesive and productive culture• Coached and managed the Operations Coordinator to ensure efficient operations, a strong workplace culture, successful staff events, and a balanced budget ($1.3 MIL)• Partnered with the Regional Administration Team to develop and introduce the Office Management Standards, identified nationally as the essential tool in achieving operational and cultural excellence in all 48 Teach For America offices.• Helped drive strategy of 2013 Bay Area team re-organization; in charge of high-level project management; hired and onboarded 20 new staff members

• Managed operating budget of $1 million with a >1% overall variance• Defined new operational standards which raised staff satisfaction of office systems from 89% in May 2010 to 98% in May 2011• Fostered a culture of collaboration, appreciation, and celebration which increased overall staff satisfaction from 86% in May 2010 to 95% in May 2011• Managed and executed a large-scale office move which relocated over 80 employees• Co-led region and corps members as a diversity and inclusiveness facilitator

• Actively recruited, selected, and supported thousands of volunteers • Planned and executed National Rebuilding Day 2010, in which 4,000 volunteers renovated 80 homes and community facilities in one single day, the most successful year to date• Helped rebuild 10 homes over the course of a week in New Orleans as part of Hurricane Katrina recovery efforts• Took part in rebuilding and repairing over 35+ homes and community facilitates across the California Peninsula• Strategically built the capacity of the organization by creating sustainable infrastructure and maintaining information systems