Talent Think Tank is a comprehensive consulting and professional services firm specializing in talent, learning, leadership, and skills development for enterprises and SMBs. We are an expert-focused consultancy, offering personalized, high-touch services.• Talent, Learning, Leadership, and Skills Strategy• Learning Program Design and Implementation• Talent Ecosystem Design and Optimization• Employee Engagement and Cultural Transformation

I empower learning and talent leaders to develop and implement comprehensive enterprise skills strategies. By seamlessly bridging the gap between strategic planning and execution, I deliver lasting, measurable results that prepare organizations for the future. I help foster continuous learning cultures centered on skills as the foundation for success in the workplace. My key focus areas include:• Solutions consulting for building/improving skills strategy• Learning and talent technology ecosystem architecture• Platform integrations and structuring data flows• Learning and skill measurement, analysis, and insights design• Maximizing user experience and engagement• Translating strategy into operational practices (including change management) for seamless execution• Liaison and business partner to Product organization for input into product design and roadmap• Internal HRIS transformation/migration and implementation project lead• Executive Sponsor for two of the largest brands in the payments and auto manufacturing industries

Built and led Mastercard’s learning enablement function encompassing learning technology ecosystem & innovation, standards/guidelines & partnerships, research & insights, and marketing & communications.Streamlined learning spend across the enterprise from twenty-one separate funding sources into one centralized budget under the Mastercard Learning Academies exceeding $14MM annually.Consolidated learning management system platforms from three to one in 2020 resulting in future year-over-year savings of over $500K.Collaborated as a key member of the Mastercard Learning Academies Leadership Team in formulating an enterprise-wide learning transformation strategy and supporting critical organizational development and organizational effectiveness initiatives.Served as Learning & Development strategy lead for the cross-functional team implementing a global talent marketplace at Mastercard. This effort introduced the platform and culture for talent mobility, skills currency, opportunity/experience matching, and mentoring for the enterprise.

Redefined and modernized learning at Mastercard by creating simple, digital, and relevant solutions that move beyond ROI to build truly priceless experiences. Launched five Mastercard Learning Lounges utilizing connected classroom technology across North American and Asia Pacific regions in early Q2-2019.Introducing fully- and semi-immersive Virtual Reality learning to target groups at Mastercard in the focus areas of personal safety, sales, and negotiation skills.Drove greater than 94% login penetration in 2018 (YTD), and greater than 99% penetration all-time for Degreed at Mastercard among active/current employees. Achieved 50/50 learning mix between formal and self-paced learning among all Mastercard employees within 2 years of Degreed at Mastercard platform launch.Implemented Degreed Mobile at Mastercard and generated mobile app downloads/installs for 1/3 of Mastercard’s employee population within six months of launch.

Led the transformation of Mastercard's O&T Talent Development function to support the company mission: Every day, everywhere, we use our technology and expertise to make payments safe, simple, and smart.Sustained a Net Promoter Score (NPS) of 27 and averaged 28.6% knowledge increase for all formal technology learning programs delivered in 2018. Achieved 40/60 learning mix between formal and self-paced learning (60% self-paced) among Operations & Technology employees.Raised Operations & Technology Employee Engagement Survey favorable score from 70 in 2014 to 74 in 2016 (statistically significant) in the focus area of “There are sufficient opportunities for me to receive training to improve my skills.” Launched Degreed at Mastercard platform gaining 1,505 active users in the first two months of pilot launch in late 2015. Operations & Technology employees made up the largest active user group with over 3,000 participants by Q4-2016.Increased technology and cultural transformation formal learning offerings by 156% from 170 in 2015 to 436 in 2016, and achieved a learning engagement rate of 93% among active Operations & Technology employees through Q4-2016.Increased formal learning completion volume by 131% from 2014 to 2015, and increased again by 27% from 2015 to 2016.Supported the growth and development of Mastercard's Technology Strategic Learning Category in 2015 by increasing learner participation (number of learners) by 450% from the previous year.Transformed Operations & Technology learning culture resulting in the increase of employees' understanding of Mastercard’s technology vision by 61%, and their ability to define the technology vision by 24%.Implemented a social learning community in 2014 with 1,410 active users and 11,875 site visits within the first three months of launch. Increased social learning community activity to 5,794 active users and 59,238 site visits by the end of 2015.

Led the design, development, and implementation of cutting-edge learning solutions for CenturyLink’s Cloud, Managed Hosting, and Colocation divisions. I served as Lead/Senior Global Learning and Development Consultant to Operations and Product business units with 1,200+ employees and a training budget exceeding $1MM.Managed teams responsible for developing over 153 eLearning titles across Overview, Sales, Technical, and Role-Specific for the CenturyLink Technology Solutions Product Training Catalog from 2011-2013. Of the top twenty training modules (by number of completions), participants reported a 74.2% increase in knowledge and skills related to the training, and a 57.76% increase in skill level or knowledge of the content before versus after the training. Net Promoter Score (NPS) for these modules averaged over 16%. The value added by this training has contributed to a 6% year-over-year rise in products and services bookings from 2012 to 2013.Managed the delivery of customer satisfaction training (Beyond Customer Satisfaction) to over 550 Global Data Center employees across 43 locations in North America – As a result, the overall customer satisfaction score average increased from 8.25 in 2011 to 9.29 in 2012 and the Net Promoter Score (NPS) for Data Center tours increased from 50% in 2011 to 71.43% in 2012.Built and managed targeted learning solutions across supported business units to complete 126,000 training hours in 2013 – These training hours exceeded the previous year total by over 31%.Achieved $60,000 cost savings in 2013 through the establishment of a professional, in-house video and audio production studio.Authored the 2012 and 2013 ASTD BEST Award applications - Resulting in 2nd and 3rd place rankings.

Led a team of global Instructional Designers and Facilitators in the design, development, delivery, and evaluation of IT training programs in support of company goals and objectives. Directed the complete training lifecycle of large scale IT Service Desk implementations/migrations for Unisys clients focusing on the areas of process, software support/troubleshooting, and soft skills. Supervised the development and delivery of new hire curriculum in the areas of customer service, call management applications, and technical training.Managed the internal and external training implementation of BMC Remedy ITSM 7 to over 20 large-scale global accounts (Examples include: U.S. Defense Finance and Accounting Service, City of Chicago, Ciba, Imation, and Unisys User Support). Training volume exceeded 30 instructor led participants per month and 100 eLearning participants per month. The zero downtime during the transition from Peregrine Service Center to Remedy ITSM supported the company’s service level agreement requirements necessary to retain and win new business.Migrated from a high cost instructor led training model to a globally distributed virtual training and eLearning model, which saved approximately $96,000 per year in travel and expense costs.Transitioned New Hire technical training curriculum from the CompTIA A+ standard to the Microsoft Certified Desktop Support Technician (MCDST) standard to better target Level 1 and Level 2 HelpDesk support. This transition contributed to an increase in first call fix rates and a reduction in 24-hour ticket closure times.

Designed and facilitated new hire and functional training in the New Product Information, GM BuyPower, and GM ACCESS business units for General Motors customer and dealer support.Developed the training curriculum for the soft-sales approach called the 6-Point Walk-Around, which helped inbound telephone sales agents to confidently articulate the various features and benefits of all of the vehicles in the GM product line. Successfully managed and executed the GM BuyPower Redundancy Training Plan to General Motors/SITEL sister-site in Portland, Oregon. This effort enabled the 24-hour support model for dealerships and consumers requiring website support. Led major organizational change by facilitating the implementation of the Siebel eAutomotive call management application to GM BuyPower, GM ACCESS and New Product Information business units.Developed and implemented the Call Decision Matrix to guide and streamline the process for managing call types and scenarios. Streamlined call scenarios and solutions combined into a simplified and organized model decreased call resolution times for support desk agents.