Build programs and career development systems to support hundreds of early career talent employees who have successfully completed emerging talent pipeline (ETP) programs to ensure they have what they need to prosper at AWS. Leverage human resources information systems (HRIS) and feedback to evaluate the effectiveness of all programs and facilitate the continuous improvement process to ensure all programs are providing the best possible foundation for success. Collaborate across business leaders, the HR community, workforce development and training and certification professionals inside and outside AWS to develop new career development opportunities.

Recruited and managed early career technical hires on their journey to become skilled cloud IT professionals by administering a multi-modal training program that combines instructor led training, lab exercises, scenario-based project sprints to develop cloud based and professional developments skills.- Took over and managed cohorts of military apprentices (with over 60 learners) within two weeks.- Identified best practices and efficiencies in curriculum delivery and apprentice management, documented processes and shared with the global delivery team saving program managers around the world hours each week and ensuring consistent, quality training across multiple cohorts.- Collected real-time feedback from learners and business partners to drive delivery and curriculum improvements increasing first time pass rates and decreasing the time to ramp apprentices.- Launched the first joint-base, all active-duty cohort at Joint Base Lewis-McChord (JBLM) within two months.

Oversaw the transition, education and workforce development programs supporting over 150,000 Service Members (SM), Veterans, Retirees, and Family Members at and around Joint Base Lewis-McChord (JBLM). Coordinated, evaluated and improved education, transition and workforce development activities based on the changing landscape and environment to ensure the JBLM community had cutting edge resources to support all stages of the military life cycle.- Managed a division with over 60 employees and 60 contract staff to deliver programs with nine direct reports.- Collected and analyzed productivity data to expand virtual offerings increasing support to customers by 30% during the pandemic.- Collaborated across the installation to re-vamp the onboarding program for civilians decreasing the time to obtain access to systems by 14 days for over 400 employees in a six-month period saving $2,000,000 in lost productivity the first year.- Brought on three new Career Skills Programs (CSP) increasing the opportunities for SMs and developing JBLM as a regional hub supporting the Pacific Command.

Built out a Mechatronics & Robotics Apprenticeship (MRA) Program to upskill up to 7000 fulfilment center associates to meet Amazon’s workforce of the future needs through 2030. Leveraged programmatic structure and lessons learned from delivering apprenticeship for AWS to rapidly launch the largest apprenticeship program Amazon delivers.- Saved Amazon over $3 million in training, equipment and curriculum development cost by leveraging available grants to stand up the first MRA program in 8 states within 5 months.- Managed an $8,000,000 yearly budget working with partner universities, resource management and suppliers to ensure all programs and sites had the facilities, equipment, instructors and travel budgets needed to train and support hundreds of apprentices in 8 states and at their fulfillment centers during on the job training.- Worked with procurement and information security to select and adopt the first automated platform to collect feedback, analyze trends, and provide leadership with a dashboard that provided vital real-time data regarding apprenticeship programs across NA.- Built and filed the National Department of Labor (DoL) standards for the MRA program.- Developed a communications strategy and worked with public relations (PR), employee relations (ER), and internal communications to market the program to thousands.- Worked with state, federal and local workforce boards, colleges, high schools and elected officials to increase the use of apprenticeship as a method to invest in alternative talent pipelines across NA.

Built, launched and managed multiple early career talent recruiting and training programs to increase the number of Veterans employed by AWS across business lines around the United States. Delivered the first ever Department of Labor (DoL) registered Amazon Apprenticeship across 5 states. Collaborated with Workforce Development (WFD), education and training partners, federal and state Veteran’s Affairs (VA), DoL partners and internal business and human resources (HR) partners to build, recruit, hire, launch, and support apprenticeship. Established compensation, performance management, HR and programmatic processes to expand and scale technical apprenticeship across both AWS and Amazon.com. - Established the first apprenticeship program and managed change across the organization for AWS in NA – including modifying all necessary HR, compensation, benefits and administrative systems.- Expanded apprenticeship from 4 roles to 10, increasing from 63 apprentice in 2017 to almost 300 in 2019 (over 400% increase since inception).- Increased the Veteran hiring percentage from 5.2% to 8.3% - meeting OFCCP compliance for the first time in over 10 years for AWS.- Saved Amazon over $500,000 in training cost by leveraging WFD dollars for apprentice training.- Documented and streamlined performance management, recruiting, compensation and conversion processes to reduce the burden on HR business partners (HRBPs), compensation consultants, ER, managers, mentors, recruiters and sourcers.- Built a comprehensive playbook and apprenticeship manual to track program delivery and establish a written contract with business partners ensuring effective program delivery.- Conducted process improvement to increase productivity and reduce time to conversion.

Led the way in the first complete overhaul of the Department of Defense (DoD) transition program in over 20 years. Delivered innovative programming to connect 8000 SMs per year with career opportunities as they transitioned from active duty into high-demand fields world-wide. Managed the program with a staff of over 40 contract, government and military personnel while augmenting federal programs with enhanced resources in collaboration with community partners. - Spearheaded the first change to the way the Army transitioned personnel in over 20 years of delivery, recognized as the leader in this field across the Department of Defense.- Selected as the only transition manager invited to Washington DC to meet with staff from the Office of the Secretary of Defense to strategically chart the way forward for DoD transition programs.- Collaborated with corporate partners to identify skills gaps and create training and certification programs to develop pipelines to high-demand careers resulting in 14 Army Career Skills Programs training and placing over 800 Service Members at a rate of over 90%.- Partnered with Hiring Our Heroes to deliver the first 3 day career summit with over 3000 job seekers in attendance and over 250 job offers. - Collaborated with key military leaders on JBLM to increase transition workshop attendance from 45% to 90% in one year.- Established the first transition council, resulting in Governor Inslee’s first Executive Order and the creation of the first state-wide transition council in the nation.- Managed the Education Programs on JBLM to include oversight of 9 on-base colleges, collaboration with off-base higher education providers and a staff of over 30 education counselors providing higher education benefits for over 40,000 Service Members on JBLM.- Conducted the first needs assessment in over 40 years and brought on two new local universities to increase the degree and certification offerings.

As the Operations officer for the Directorate of Human Resources and Officer in Charge of the Soldier Readiness Processing Center I oversaw the medical, dental, personnel, legal, finance, transitions, chaplain and Army Community Services (ACS) processing for up to 250 active and reserve component Soldiers, Sailors, Airmen, Marines and civilian personnel per day in preparation for overseas combat deployment. Supervised and directed 9 first line supervisors,7 Department Of Army (DA) Civilians and 26 contractors, ensuring smooth operation of 9 different work service areas. Some of my accomplishments in this role were: -Presented program overviews to senate leaders, distinguished guests and other VIPs from the Department of the Army and recognized by Oregon Senator Ron Wyden for distinct process improvements. - Provided over 25,000 Soldiers with vital life cycle management classes, medical screening and support from agencies across JBLM upon return from combat deployment. - Restructured scheduling format and communication process increasing Soldier daily throughput from 200 to 250 and reducing staff meeting requirements by 80% .

As an enrichment teacher for home-schooled students and guest teacher for the Central Kitsap School District I developed, planned and presented developmentally appropriate lesson plans for a group of home-school children in kindergarten, first, second, and third grade. In addition I taught home-school children reading, writing, math, art, social studies, science and social skills to enrich and supplement the education they were receiving at home. In this capacity I actively worked to know each child individually and bring out his or her strengths, adapting the curriculum to meet their needs and help them succeed in a group environment. Additionally, I communicated and worked closely with parents and full-time advisors to develop the most appropriate learning plans for students to accommodate a wide variety of skills and needs. In this position I developed, planned, and presented club instruction in science, art, reading, math, German and social studies for students in grades K-8.

As the Personnel Accounting Branch Chief I managed the personnel accountability program for forward deployed Central Forces Land Component Command forces. My team maintained an accurate database of over 250,000 deployed/redeployed personnel from Iraq and Afghanistan to Qatar, Djibouti and the Horn of Africa. I was responsible for assessing and analyzing the data information flow and anticipating requirements to develop policy and procedural recommendations for the theater personnel database operations. Some of my accomplishments in this role included: -Synchronized personnel management and accounting efforts between Army, Navy, Air Force, and Marine equivalents. -Established and executed enhanced procedures to integrate arriving divisional and brigade combat teams into the theater accountability systems three weeks to a month sooner than ever before.