- Manage all efforts to grow, engage, and develop a diverse network of highly qualified, equity-oriented technical assistance providers.- Design effective systems and processes to grow the network’s size, skills, and competencies- Implement innovative strategies to foster engagement and collaboration among providers- Establish differentiated programming and resources to develop provider capacity.

Provide consulting and implementation services in the areas of organizational design & effectiveness, strategy & planning and process design to drive change and achieve impactful outcomes.- Advance organizational learning, growth and development by engaging in observation, feedback, reflection, coaching and evaluation - Design custom frameworks, programs and interventions tailored to client needs, environment and desired outcomes- Facilitate capacity building by identifying strengths, opportunities and developing action plans designed to build knowledge, skills and abilities within the organization- Provide strategic planning support to include developing strategic plans, theory of change/action and vision, mission and value statements to guide and advance client impact

Recruited to improve and rebuild the recruitment and selection process for the Academy program. Designed a robust yet streamlined, sustainable system. Directed team of 3 in executing our 3-year strategic plan covering multiple facets to include internal processes, marketing & branding, candidate outreach, training, partnerships and team development.• Exceeded overall recruitment target for the 2018 cohort by 30%, obtaining the stretch target• Achieved 6 of 7 cohort diversity targets • Increased the conversion rate of leaders into the Academy by over 25% while simultaneously reducing the number of leaders in the final stage by ~50% • Led project that delivered a research-based competency framework on a truncated timeline for the Academy’s program restructure

Executive Director, Operations (May 2015 – September 2016)Chief of Staff (July 2013 – May 2015)Forged clear processes, structures, communication, and staff development for the deputy commissioner’s four divisions. Managed 3 direct reports, special projects, budget, and talent acquisition. As executive director of operations, built the foundation for a high-functioning state operations division of over 30 team members (5 direct reports). Led continuous improvement and Lean initiatives across 6 functions and the 4 state special schools.• Modernized and redeployed a federally mandated compliance program impacting 318 secondary schools, gaining recognition from the U.S. Department of Education’s Office for Civil Rights• Eliminated mandated, non-value-added processes by authoring inter-agency policy changes• Successfully drove the cross-functional design and implementation of a state-wide program impacting 146 school districts

Supply Chain Manager (August 2011 - May 2013) Subcontracts Manager (July 2008 – August 2011) Virtually led a newly created team of 5 direct reports across 5 geographic locations responsible for providing quick-turn support for strategic new business pursuits as subcontracts manager. Proactively identified subcontract-related risks and constructed staff roles and work structures to ensure on-time service. As supply chain manager, orchestrated the program design for a second newly created team.• Headed successful ERP systems migration to APEX/PRISM including post migration support• Produced a business-wide labor analysis tools that achieved a 100% customer audit pass rate • Constructed a comprehensive five-year strategic development plan impacting over 500 supply chain employees

Project Manager (November 2007 – July 2008)Subcontracts Specialist (February 2007 – November 2007) Material Program Manager (July 2006 – February 2007) Recruited as a member of its top supply chain leadership development program completing three, 8-month rotations across 3 of 6 business units in 2 years.• Spearheaded implementations of a warehouse inventory management system (WMS), radio frequency identification (RFID) program and unique identification (UID) program• Optimized process for future WMS implementations by 35%• Reduced repair spend by 30% with key program suppliers • Slashed cycle time for obsolescence process by 75% using Raytheon Six Sigma

Supervised 45 direct reports engaged in pick and pack operations for the White Barn Candle Company and Bath and Body Works (BBW) brands. • Achieved 63% reduction in transportation costs for BBW Marketing and increased Outbound productivity by 38% in units per hour and 46% in units per carton • Reduced new employee learning curve by 50% resulting in new hires attaining productivity goals within 3 weeks of hire