I advise and coach leaders, teams, and organizations who are eager to think outside the box and transform the way they learn and work. Reach out to me if you are interested in: - executive and leadership coaching - employee experience and culture design- talent development- team facilitation- inclusive talent strategyLearn more at https://www.kateshaw.me.

As a member of the Employee Experience leadership team, and the organization's head of Learning, my job at Airbnb was to deeply understand an ever-changing and evolving Airbnb so our employees could belong, grow, and have impact during their time with the company. This included: - Re-imagining what managers do and how they learn. Amplify was an offering that accounted for multitudes: a designer CEO; a mission of belonging; and an organization that ate change for breakfast. - Designing for diversity and belonging: We made a point to weave diversity and belonging into all of our learning offering to honor its importance to the business and culture of Airbnb. - Designing a culture of sponsorship, when we didn't have traditional talent practices in place.- Developing mentorship and coaching programs that drove impact and a greater sense of community within Airbnb. - Preparing Airbnb for a massive downturn. When COVID struck, 80% of Airbnb's revenue disappeared in six weeks. We quickly got to work to help employees prepare mentally and emotionally for an exceedingly difficult time - offering internal podcasts on navigating change and uncertainty; hosting coaching circles to provide encourage resilience; and developing managers to demonstrate empathy and compassion for their team members.- Rewriting the layoff playbook to bring humanity to a place it normally isn't found. When it became clear that layoffs were unavoidable, we designed an unprecedented exit experience that honored the contributions and talents of our impacted team members.- Supporting Airbnb's recovery and transformation. After layoffs, Airbnb transformed in almost every imaginable way - from business strategy, to organizational structure, to ways of working. Our team reflected these changes back to leadership to help guide communications and hosted critical team retrospectives to accelerate success.

Working at the intersection of Apple University and HR, I transformed Apple’s global executive coaching practice - to elevate the coaching experience and align it more closely to the culture of Apple. This included:- developing criteria for external executive coaches working with Apple;- creating a vetted coaching panel;- centralizing the coaching practice to ensure its highest and best use;- designing a clear matching and engagement process for coaching clients and their coaches; - onboarding coaches to Apple culture and organization

When Lucasfilm decided to consolidate talent from across the organization and establish a central Creative Services group, the organization called upon me to lead it. I led a group of fifty internal brand experts and creatives, who were responsible for everything from brand bibles for marketing, to pre-approved art and design for licensing partners, to trailers for television animation, to behind-the-scenes documentaries for Star Wars, to artwork and photography for all Lucasfilm publicity.

At Lucasfilm, I was responsible for creating and nurturing a culture of creativity and learning across Industrial Light & Magic, Lucasfilm Animation, and LucasArts. This included hosting an internal Speaker Series, where I interviewed some of the biggest names in entertainment; to onboarding over 1500 artists and engineers to the company's proprietary technologies and workflows; to offering hundreds of professional development offerings per year; to building out a studio in Singapore from the ground up. I was regularly tapped by our President and CEO to participate in strategic initiatives - whether it was to reimagine ILM's artist development, or to imagine Lucasfilm as a leader in the future of entertainment.