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Your only child only turns one once. After leading a key piece of a Fortune 50 company's COVID response in parallel of transforming the company's approach to employee experience for the long term, it was important to bring focus home to my family and open the opportunity for the super stars and rock stars on my team to get the opportunity they deserve to lead the next chapter of the Toyota EX transformation.

What if those that produced for us had to buy a ticket when they came to work everyday? As business leaders and organizations, how would our relationship with our producers change as a result?What new products or services would we offer them to maximize customer and business value?Leading a grassroots culture, talent, and digital transformation for how Toyota views and engages with Team Toyota in order to lay a foundation in Toyota's mobility transformation. Leading end-to-end: design strategy to opportunity identification to MVP launch to incubation to industrialization. Leading teams as a player-coach to:- Discover and validate an omni-channel, omni-environment exployee experience and product vision- Architecting an ecosystem-tailored transformation framework to transform Toyota into a talent destination- Creating Team Toyota's favorite, fastest, and most accurate way to get help while reducing the unit cost to support Team Toyota and establishing a pipeline of improvement opportunities to reduce friction and strengthen business and customer value

Establishing an experience and business design practice (enterprise design thinking) that is transforming Toyota into a design-infused organization focusing product delivery on consumers, employees, dealers, and key stakeholders in the mobility ecosystem - Establish a Movement – Led team of 12 that interviewed over 250 team members to gain a shared, baseline understanding for how each stakeholder interacts with Toyota and created a movement for putting design thinking into practice- Uplift a Role – Realigned the product analyst role to focus on profit optimization by prototyping an analytics toolkit that reduced monthly market analysis down to 30 minutes per vehicle by removing one to two weeks of manual intervention- Align a Division – Facilitated the integration of multiple teams to form a single demand and supply division from forecast to sale - aligning team members to “right vehicle, right place, right time” and identifying 150+ improvement areas- Future Mobility – Facilitated the definition of the customer journey, service blueprint, and customer acquisition strategy for a future mobility service, leading a team through a series of design sprints- Digital Supply Chain – Identified and facilitated cross-functional consensus for new ways of working and emerging technology, such as artificial intelligence / machine learning, to enable Toyota to make decisions based on enterprise value- Employee Experience – Transforming the employee digital experience into an inclusive, informative, and empowering experience for any Toyota employee across any channel – a player-coach to create a mobile-first experience, build an employee movement around the transformation, and define a platform that will enable delivery quality, speed, and scale- Establish a Design System – Validating a prototype of a needs-driven framework for creating user-centric ecosystems at scale

Created Product Lab, an entrepreneurship cultivator applying design thinking methods – developing the vision and curriculum, recruiting faculty and leadership buy-in, and assisting in program fundraising efforts.- Led and operated the program across the student acquisition funnel, from growing an entrepreneurship culture to running pitch competitions to teaching the spring accelerator and summer incubation programs- Served as Chief Product Officer for 21 product teams from formation to conceptualization to customer validation- Initiated and led efforts for a creator/maker space on campus developing capability roadmap, creating and working with interdisciplinary team of faculty to develop use cases, identifying funding partners and successfully proposing the initial phase to academic leadership

Partnered with Austin College to test hypotheses for a potential new venture creating a better experience for supporters of non- profits and the non-profits they support - transforming Austin College’s engagement experience and maturing operations.- Established a donor-centric fundraising strategy informed by data analytics and resolved pain points across the giving experience – achieving 20% year over year growth in retention each of the first two years and record highs in lapsed donor renewal and online giving- Created, launched, incubated, and evolved the Career Readiness Check, a student “performance review” with a professional each semester, acquiring 10% of the student body in year one, becoming the “that’s where I go get a job” to students, and a favorite impact area of alumni in time and dollars- Increased operational efficiency across many end-to-end processes and where possible, cut or prevented low value, high cost tasks across the Advancement team (e.g. Return Mail process decreasing processing time from 20 hours per person to five minutes per person)

- Performed and led strategy and capability assessments across multiple functions of Fortune 100 and middle-market companies, including treasury, core operations, mergers/partnerships, consumerism, sales, and marketing – notably, developing a working capital strategy, resulting in an estimated $700 million positive swing in cash- Architect for core platform integration effort between two clients, building and managing a team responsible for identifying “as-is” and “to-be” states and defining implementation scope and timeline

- Led Business Operations team of an operating model transformation, re-balancing people, process, technology to identify a 30% reduction in administrative cost and opportunities for new revenue streams- Proposed, negotiated, and managed a strategic go to market partnership with America’s Health Insurance Plans (AHIP) focused on maturing Accenture Health’s brand through thought leadership; managing a team of five

- Business lead for payment processing interfaces and reporting on a Medicare implementation for a Fortune 100 health payer and then leading a team of six to deliver a financial, claims, and enrollment transaction data warehouse. - Self-taught SQL and data analytics