Illuminate. Transform. Align.
I fix what's broken and build what's missing.

The organization's primary outsourced services provider was being offboarded during a period of significant organizational change, spanning eight workstreams across the business, with no existing infrastructure to manage the risk, timeline, or coordination the separation required.

• Served as the primary point of coordination between the organization and the outgoing vendor, managing scheduling, escalations, and information flow across every workstream

• Renegotiated several pass-through agreements into direct, individually held contracts, and led vendor selection and onboarding for incoming service providers

• Built and maintained an audit-ready control transfer and access revocation record across 20+ systems, documenting every access grant and removal to withstand external review

• Built the transition's governance backbone from scratch: release management and change control standards, a taskforce cadence, escalation pathways, a centralized tracking hub, and a risk-flagged timeline, giving leadership real-time visibility throughout

Ran a full-scale vendor exit across 20+ systems and eight workstreams with zero continuity failures and an access record built to survive an audit.

A growing team had a pattern of losing new hires shortly after they were fully trained, an expensive problem given what ramp-up costs to repeat. Built a full objective cascade from company goals down to individual KPIs, rewrote job descriptions and competencies to match, and architected a monthly performance cadence through a web form feeding results to the manager, the employee, and a Power BI rollup. The team grew and retained every employee for years afterward, and other department leaders asked to adopt the same model for their own teams. Most orgs can measure performance. Almost none build the infrastructure that makes it actually manageable.

A specific category of time-sensitive financial transactions was processed manually, roughly 12,500 a year, which capped how much volume the team could absorb without adding headcount. Redesigned the process end to end and built the automation to run it, restructuring the workflow around API-enabled monitoring and rules-based logic instead of manual handling. Execution capacity increased 66% with no additional headcount. Annual savings exceeded $120k in salary costs alone. This is the pattern for a lot of engagements: the fix isn't more people, it's better infrastructure.

The organization had years of ad hoc role growth: inconsistent titles, unclear leveling, no defined path for advancement. Partnered with the EVP of People Ops to design an enterprise-wide restructure: rewrote every job description and title, finalized a leveling structure, and recategorized department teams. Secured ownership sign-off, communicated the plan across the organization, and began a department-by-department rollout. Job descriptions and leveling were fully adopted, with elements of the framework remaining in place after departure. Designing structural change that gets full executive sign-off and outlives your own tenure is a different skill than running a department-level fix. Few people get the chance to prove it at enterprise scale.

The organization had no centralized reporting, no standardized data foundation, and no single place to find any of it: dashboards and reports lived across scattered links and individual workspaces, and underlying data varied by department, source, and API with no shared standard.

• Standardized data ingestion and structure across a company-wide data warehouse, integrating multiple APIs and disparate department-level sources into a consistent foundation

• Worked directly with each department to define their reporting needs and existing data capabilities, building the requirements layer that made enterprise-wide KPIs possible in the first place

• Built a company-wide BI function on top of that foundation, delivering 30+ dashboards supporting forecasting, capacity planning, margin management, and executive decision-making

• Consolidated scattered reports and disconnected workspaces into a centralized BI resource hub with governed access and structure, replacing "ask around for the link" with one trusted home for enterprise reporting

Went from no shared data standard and no central place to find anything, to a governed foundation that made enterprise-wide KPIs possible and gave the whole organization one place to trust.

• Built a knowledge and training infrastructure from scratch, full documentation library, review procedures, and an onboarding program, later reapplied to build a company-wide help desk knowledge base

• Authored job descriptions and org structure for a proposed enterprise PMO, and led an organizational restructure proposal as part of a growing engagement

• Designed a standardized communications framework and distribution model to replace ad hoc, inconsistent internal messaging