Solution Architect and Software Administrator for Arouet’s Apricot 360 case management system

Conducted member management operations for Charter 100 AZ (C100), a nonprofit connecting prestigious women leaders in Arizona. Significant projects included leveraging Wild Apricot (C100's Member Management software) to streamline processes for building the Membership Directory, onboarding 2023 Nominees into full membership, and renewing annual member dues.

- As part of Boeing's Second Century initiatives to implement Workday, established the Worklife Care Team organization which provides HR assistance to the Boeing enterprise, candidates and alumni with 3 global HR customer care centers and on-site ambassadors in 21 US locations. - Manage the service delivery standards and business analyst configurations for Worklife (powered by ServiceNow technology) for web portal content, knowledge articles, case management routing and reporting dashboards. - Product Management SAFe leader on the HR Train to chase ServiceNow Self-Service Improvements that improve the employee experience and reduce the number of cases escalated to HR professionals.

Led domestic US, out-sourced services for Boeing including Enterprise Food, Commuter, Discount Program & Banking Services. Created a new organization by established a new vision, strategic goals, then developed people skills, standardized services (regional to enterprise) and leveraged outsourcing to achieve goals and create efficiencies. Responsible for brick and mortar capital and expense to deliver these services. Created brands and service pledges for each service, implemented Service Delivery Health dashboards related to strategic goals raising service quality while creating cost efficiencies. Listened to the voice of the employee by creating enterprise-wide mystery shopper programs that have been duplicated in other Boeing shared services.

Used metrics, end user feedback, industry benchmarks, business partner strategies and other tools to identify a future vision and strategy for an organization responsible for a conglomerate of 5 services. Created the processes and reporting infrastructure to help leaders develop strategies for their services and track progress towards our future state, as well as integrating strategy into long range business financial planning and employee performance management processes.

- Led the HRMS 9.1 Technical Upgrade as the Business Systems Manager, representing requirements for HR service delivery teams to IT while upgrading PeopleSoft 8.8 to 9.1. Led a team of 129 business subject matter experts during the requirements, testing and implementation phases during the 18 month project. HRMS provided the HR and payroll system of record for most Boeing US and international local hire employees.- Presented multiple end user readiness sessions to approximately 700 HR and SSG personnel (domestic and international) using tools such as the HR Call-in, HR Community of Practice and business unit HRG educational meetings - Project recognized as a success by senior executive HR leadership

Led a team that identified process and organizational structure improvements , as well as sponsored the Leave Management Value Stream improvement project, an 18 month effort using Lean. Key accomplishments included benchmarking our service delivery to industry, creating the Service Breakdown Structure and Service Culture Values (Knowledge, Teamwork, Accountability, Quality Service), both of which were adopted at the Boeing divisional level. Service Culture Values were also adopted in other areas of Boeing including Commercial Aviation Services Product Support.

- Managed a team that sustained and improved TotalAccess operations. Responsibilities included supplier contract negotiations, hiring, coaching, promoting, salary planning, developing employees, etc. - Directed the daily operations of the TotalAccess Contact Center ensuring integration of HR services across Boeing organizations in the TotalAccess delivery model (serving domestic and internationally local hired employees). Oversight included managing our Contact Center supplier based on contractual agreements.- Led the resolution of two of the largest PII Data Loss events in Boeing’s history: November 2005 (impacting 161,000) and April 2006 (impacting over 382,000). For the first event, led the team that designed (over a weekend) and implemented information sessions in cafeterias supporting all three shifts across the United States the following Monday. Led the contract development to provide credit monitoring services to those impacted. Provided daily team leadership for triage and issue resolution. Realized the highest TotalAccess end user satisfaction scores of all time due to responsiveness to end user needs and questions.- Performed benchmarking efforts to validate the TotalAccess model, including participating an HR corporate initiative to validate the sourcing model. In addition, analyzed integration opportunities for SSG’s two largest contact centers: Enterprise Help Desk and TotalAccess. - Sponsored Lean workshops for Deceased Affairs process improvements (realized approximately 50% reduction in the number of steps and cycle time).

- Led the TotalAccess Program as the Implementation Manager with a team of 89 employees. TotalAccess, a 2-year, multi-phased program re-engineered the delivery of HR services to employees and former employees of The Boeing Company. This included implementing secure web services, off-the-shelf knowledgebase software integrated with a centralized automated phone system and contact center – all providing role-based service delivery. The complexity of the implementation included outsourcing to a new contact center supplier while removing some services from existing call centers to outsourced Benefits suppliers. The project employed program management best practices including earned value management, closed loop corrective action, and risk management. - Led the TotalAccess Program Management Best Practices (PMBP) Assessment where company-wide PMBP subject matter experts audited the maturity TotalAccess Program processes against the PMBP framework. The SSG president at the time recognized our team for being the “best run program she had seen”.- Managed a team of 25 functional analysts and testers (including coaching, developing, etc.) during the program and after it transitioned to sustaining. The team designed the integrated web, contact center, and knowledge management systems for TotalAccess.

- Managed a team responsible for leading and implementing Benefits projects. Responsibilities included hiring, coaching, promoting, salary planning developing employees, etc. Implemented facets of a Program Management Office including executing service level agreements, establishing a regular program review project status and visibility meeting, creating a benefits integrated master schedule, and defining the benefits project office guide to ensure repeatability through use of templates, defined processes, and infrastructures.