Empowering teams (through their ways of working) to do the best work of their lives.

-Leveraged employee sentiment data and industry best practices to design resources enabling corporate employees and leaders to build capability around leading inclusive hybrid meetings. Training resulted in 76% of learners feeling better prepared to lead inclusive hybrid meetings and 23% feeling somewhat better prepared to lead inclusive hybrid meetings. -Led the design and implementation of short and long-term (outcome-focused) measuring strategy for the Starbucks Hybrid Workplace Program in order to inform work to be done and show the outcomes of work already done in order to retain and attract diverse, top talent. Data was used to continuously steer and provide employees with emergent resources to help them be successful in a hybrid environment.-Led the design and implementation of the Starbucks Modern Workspace listening strategy focused on understanding what employees need to do their best work in a hybrid workplace (working from home, the office or elsewhere). Data was used to continuously steer and provide employees with emergent resources to help them be successful in a hybrid environment.

Led a cross-functional team that curated the professional development and diversity & inclusion content reaching 1600+ front line manufacturing managers, resulting in savings of $5 million dollars. After taking our coaching and accountability modules, managers reported:• Feeling 18.8% more prepared to lead effective coaching conversations with employees (93.8% prepared overall).• Feeling 12.5% more prepared to lead constructive accountability conversations with employees (93.7% overall).• 100% planned to use the coaching and accountability tools learned in their jobs.• 100% would recommend the training to others at Boeing.Collaborated across functions to align on, create and act out strategy for enterprise-wide manager development.

• Through human-centered design, coached teams and managers to engineer culture and navigate complexity and continuous change in ways that focus on the employee experience, diversity, equity and inclusion and becoming learning organizations.• Executed a strategic framework to support culture transformation and taking teams and individuals from awareness to understanding to integration to transformation.• Product design: Created self-service tools to improve team effectiveness. • Facilitation and Workshops: Designed and led workshops (from small teams to 100s of participants) to drive culture change at Boeing.KEY ACCOMPLISHMENTS• Surveys indicated that when using our products, teams and people experienced the following increases: Inclusion +80.8% | Trust + 50.7% | Collaboration +54.3% | Communication +40.5% | Meeting Efficiency +48.8% | Meeting Quality +52.5%• 95.6% of employees surveyed indicated they would recommend our culture design tools and resources to other employees.• Grew and managed a grassroots culture change network of more than 2,300 informal practitioners, providing easy-to-use tools and resources, a peer-to-peer coaching network and ongoing virtual learning sessions around continuous change, new tech tools and future ways of working to engineer and improve culture.• 95% favorability rating after designing and facilitating a values-related experiential learning activity taught to more than 4,000 globally.• 86.2% favorability rating after successfully designing, leading and facilitating over 40 virtual work training sessions to help the Boeing enterprise transition to remote work.

• Graduate of Boeing's highly selective, 2-year emerging leader development program, LX (representing .02% of the total Boeing population). LX is designed to develop highly capable leaders and provide ready talent for high-impact leadership roles by helping to build a robust professional network, enhance personal development, and expand knowledge of the enterprise. LX enables associates to learn through leadership experiences, corporate citizenship, and rotations rather than classroom training.ACCOMPLISHMENTS AND RECOGNITION•Associate of the Year award – peer voted (2017). •Learning and Development team leader (2017).•Learned to design and facilitate experiential learning activities for up to 400 people.

•Designed, stood up and led four cross-functional teams (30+ people) to solve for critical path flow and unit cost reduction on the 767 freighter and KC-46 Air Force refueling tanker models. KEY ACCOMPLISHMENTS• 15,000 hours removed from the build within the first three months of standing up the team.• Removed 9 days of critical path flow from the system.• Shifted mindsets with a people and outcome-focused strategy by asking “what does the perfect day for the machinist look like?” rather than focusing only on cost and output.

•Identify and address safety concerns while promoting best practices through employee empowerment and ownership; intentional and positive culture change; coaching and mentoring; relationship building; and public speaking.KEY ACCOMPLISHMENTS•Led a 300% increase in machinist participation in proactive injury prevention programs, resulting in an 8.9% reduction in injuries from 2016 to 2017.•Managed and completed over 140 safety/ergo/quality projects.•Creator and author of the monthly safety newsletter for the 747/767 program.

•Assembled and installed parts and assemblies on the 767 airplane fuselage.•Worked across quality, engineering, supplier management, parts and business operations. Key Accomplishment:-Temp team lead role for total of 6 months-Temp manufacturing manager role