Develop and lead implementation of organizational effectiveness and development solutions to enable effective organizational transformation.- Led development of a product shared services team organizational design and operating model for a financial services data analytics team, detailing key new roles and responsibilities, ways of working, and organizational structure to enable the organization to adopt a product mindset to the development of financial analytic models.- Headed the development of a Data Governance Operating Model and Change Management Strategy for a non-profit foundation to foster the adoption of a new CRM platform, including defining new data governance roles and responsibilities and developing a multi-year change management plan.- Designed a Customer Experience (CX) Operating Model for an education non-profit, detailing a new CX research process, designing new CX roles and responsibilities, and developing a CX governance framework to improve how customer insights were leveraged to inform business and product strategy.- Built and led a $2.6M account for an education non-profit, managing the project pipeline, including the development of Statements of Work (SOW).

Designed and implemented Organizational Strategy solutions to enable effective strategy implementation and organizational transformation, and led Slalom business and capability development to grow our Organizational Strategy portfolio. - Identified critical gaps and opportunity areas impacting an education non-profit’s ability to achieve its strategic goals and objectives by leading a cross functional team of Organizational Effectiveness, Strategy & Operations, and Technology consultants to assess critical areas of the organization including its enterprise strategy, business model, organizational design, operating model, talent, and technology stack.- Fostered greater alignment and collaboration between a large federal professional services organization's sector-oriented business units and technology innovation team, through the creation of a future state operating model, improving the organization's ability to leverage both teams to better serve their clients.- Enhanced a global non-profit association’s member services division's ability to implement its new membership strategy by leading development of recommendations to restructure the organization to be more customer centric, implement a new operating model that enabled better ways of working within and between teams, and define critical future state roles needed to close core organizational capability gaps.

Led implementation of Organizational Strategy solutions to enable effective strategy implementation and organizational transformation. - Enhanced the capabilities of a financial services non-profit’s marketing division by leading development of a future organization structure that better aligned key functions to improve collaboration and information sharing, and defined new roles and responsibilities to close critical capability gaps to improve customer service.- Improved the organizational and operational effectiveness of the digital division of a global hospitality organization through the development of a new organizational structure that realigned departments to foster greater functional alignment and defined new roles and responsibilities to close critical leadership and capability gaps, and by creating a new operating model that improved ways of working across the digital team’s departments and between the digital team and other divisions, while reducing overall headcount and remaining cost neutral.- Enabled the revenue management division of a global hospitality organization to reduce overall division costs by 20% and transition to a product owner model through the development of a new organizational structure.

Led organizational change management (OCM) teams, specializing in organizational design, customer experience (CX), and strategic communication solutions to foster and sustain organizational change. - Led development of the OCM strategy for a federal financial management office, including development of the strategic communications strategy; OCM goals, objectives, and metrics; and the organizational design framework to support an enterprise-wide transformation.- Managed a team of 20 analysts, consultants, and senior consultants, across seven work streams.- Developed solutions to improve the customer service culture for a federal information technology office, including standing up a CX Council, developing CX goals and metrics to measure success, and establishing a CX strategic communications strategy.

Led development and implementation of OCM solutions to support enterprise-wide program management framework transformations for federal acquisition and risk management clients. - Defined program governance and decision rights for federal acquisition program, including the development of proposed governance bodies and their associated roles and responsibilities, and the creation of a governance operating model to facilitate decision making in a matrixed environment.- Facilitated over 30 stakeholder interviews to better understand stakeholder needs and identify barriers to stakeholder adoption to inform the implementation of the OCM strategy for a federal acquisition program.- Led development of an employee experience journey map for a federal acquisition program outlining a program manager’s journey toward adoption of a new acquisition framework, including identification of key moments and their associated risks along the journey, and development of mitigation strategies to alleviate those risks.- Developed program performance metrics and continuous process improvement procedures for an enterprise risk management (ERM) program to better leverage programmatic outcome data to inform the program’s annual planning process.- Led development of foundational and advanced risk management trainings for federal ERM program and facilitated virtual trainings for over 150 participants

Facilitated strategic communications campaigns and implemented program management solutions for federal logistics and federal security agencies.- Led development of communication campaigns for federal logistics agency promoting the use of mobile technologies such as near field communications (NFC) and Augmented Reality (AR), improving how the agency’s customers engaged with their consumers. - Conducted market research to identify consumer digital trends to inform strategic communication campaigns.- Developed communications to increase the public’s awareness of key federal logistics agency policies.- Developed process improvement recommendations for a federal security agency, improving the efficiency of the agency’s technology acquisition life cycle.

Collected and analyzed qualitative and quantitative data to determine the effectiveness of education programs on student outcomes.- Facilitated interviews with students and program directors from the New York City Department of Youth and Community Development’s (DYCD) Out-of-School Time (OST) and Beacon after school programs, and assessed results using qualitative and quantitative methods, providing DYCD with key insight to inform future development of both programs- Facilitated interviews with program directors and their staff for Gates Foundation sponsored small high schools, identifying key elements for success and areas for improvement- Performed network analysis for the Temporal Dynamics of Learning Center (TDLC) identifying critical collaborations across laboratories, and within and across networks