Responsible for transforming Human Resources into a scalable, global organization ready to support expected aggressive 3X revenue growth to $100M. Responsible for building HR team from 2 to 6 (HR Manager, HRBP, and Office Manager in both US and France) and overseeing HR operations and compliance across 8 US states, France, Japan, Korea, Germany, UK, Italy, and Norway with a $2M operating budget. Also responsible for introducing services including recruiting, onboarding, talent development, comp & benefits, DEI, organizational development, leader development, and employee recognition. • Led 20% workforce expansion by restructuring onboarding process, regrading existing job structures into logical career paths, overhauling global compensation and performance management, introducing Stay and Exit interviews, and creating employee training. Also by coaching executive peers (CEO, CTO, CFO, VP, Sales & Marketing and VP, Product) and managers on change management principles and delivering challenging messages. • Maintained low company turnover at 4.7%, saving a minimum of $4000 per retained employee by providing employees with effective leaders using a talent development framework, behavioral competencies, refreshed leadership philosophy, structured Exec Team succession planning and multi-phased Leadership University. • Supported ~$5M revenue growth (acquisitions of VKI and Ceetron AS) by ensuring seamless integration of new employees, realizing ~$1.2M savings resulting from 0% turnover of acquired employees, creating change management strategies, customizing new hire orientation and upgrading HR processes for increased complexity. • Drove ~$1M G&A cost reduction (1.37% of revenue equating to EBITDA growth from $8.5M to $9.9M) by closing offices for transition to remote working due to the pandemic, leading a reduction in force with 0 layoffs, leveraging vacancies in Engineering, and lowering the cost of benefits by 1.7%.

Responsible for leading global Learning Design and Development team of 14 instructional designers including 3 Directors of Instructional Design, DEI Learning and Leader Coaching, and managing an annual budget of ~$5M. Charged with reducing team siloes and developing collaboration to more efficiently design and deliver learning products for employees and leaders worldwide, including facilitated team development, DEI training, and centralized coaching services. Additional deliverables include advising Diversity & Inclusion, HRBPs, and Organizational Development on large-scale initiatives such as refreshed Learning & Development strategy, diversity awareness for non-BIPOC employees, customized behavioral competencies, development for underrepresented groups, and employee summits. • Recovered savings of ~$125,000 by elevating impact of diversity training with Augmented Reality (AR), leading to fewer classes needed due to unprecedented empathic responses, ultimately transforming participant experiences. • Delivered a projected ROI of 150% ($375,000) by creating and implementing a centralized Content Management strategy for learning programs, resolving frustrations experienced by distributed trainers and learning designers. • Helped Facebook avoid ~$1-10M in potential lawsuits related to gender equality, safe work environment, and favoritism by creating Facebook’s first Diversity and Inclusion (D&I) learning framework, addressing publicized unrest among Facebook employees. • Contributed directly to Facebook’s ranking (per Comparably) as #6 employer for professional development, enhancing the company's reputation and aiding talent acquisition efforts by developing a professional development curriculum for global delivery, addressing topics such as managerial skills, change management, unconscious bias, communication, feedback delivery and receipt, and executive presence.

Responsible for expanding leadership scope to merge Leadership Development, Performance Management and Talent Assessment teams into a single unified and collaborative people development hub. Accountable for securing cross-team alignment and carefully managing team dynamics of 17 team members including Directors of Advisor Development, High Potential Development, Performance Management and Talent Assessment along with handling combined budget of ~$4M. Also responsible for steering succession planning and talent management discussions with C-suite leaders, fostering high potential development with mentoring by executive leaders and internal coaching. transforming behind-the-scenes learning & development function into credible and in-demand partners with the business, growing a global team and stewarding an annual budget of approximately $2.5M in support of company’s growth goal of $1T in assets under management. Accountable for developing 30,000 employees and leaders at headquarters and in regional and advisory offices. • Saved up to ~$20M in potential legal fees and public relations costs by responding to CEO’s direct request to eliminate Officer misconduct cases by building an intense development experience for new Officers with C-suite leaders as faculty, new Officer-level behavioral competency model and executive leader assessment. • Realized a minimum cost savings of ~$10-40M by initiating and leading a cross-company effort to consolidate 4 disparate learning systems into a comprehensive learning management system, allowing real-time data for succession planning decisions and streamlining data tracking to a single source of truth. • Reduced turnover of identified high-potential employees and leaders from 8% to 2% (reclaiming at least $60,000 in recruiting and onboarding costs) by innovating peer learning development programs, effectively retaining talent and reducing recruitment and training costs. • Laid the groundwork for substantial $2-3M savings in enterprise-wide efficiencies by launching the inaugural Ameriprise Learning Council, an initiative that fostered collaboration and transparency in enterprise learning solutions across all business-specific learning functions within the company.

As a faculty member of St. Kate’s Master of Arts and Organizational Leadership program, taught Strategic Management and participated in numerous speaking engagements at the University.

Invested in partnership as Co-Owner, requiring responsibility for fiscal management, with a $400,000 operating budget, making pivotal decisions for the firm regarding employment, compensation model, client mix, and strategic planning for future sustainability. Consulted for 2 years with 25 clients on 30 distinct OD projects, bringing in ~ 25% of the firm’s revenue with consulting engagements involving organizational assessment, leader development, team effectiveness, diversity and inclusion strategy, employee engagement, talent management, change management, and instructional design and facilitation. • Consistently billed $20,000 - $40,000 per month, by building and retaining stable client base. • Achieved substantial client return on investment (ROI) of ~20% (client savings of ~$160,000) and enhanced patient survey net promoter score (3.4 to 3.6) for a large, multi-site public hospital, rejuvenating its reputation for culturally competent care of diverse patients by crafting a strategic plan and diversity & inclusion strategy. • Enabled homeless youth organization to deliver higher quality care with low caregiver turnover resulting from 6% improvement in morale and workplace engagement by coaching the CEO, conducting a workplace assessment and implementing team and organization interventions. • Consulted with and created 5-yr strategic growth plan for historical society looking to maintain viability by conducting a competitive study, meeting frequently with staff and volunteers and updating the vision statement.

Responsible for transitioning a traditional hospital Education department to pioneering the first Organizational Development & Learning function, executing professional development curricula, conducting new hire orientation, developing culturally-specific diversity training, initiating employee resource groups (ERGs), leading performance review processes, creating custom leadership and behavioral competencies, administering leader assessment surveys, managing tuition reimbursement and providing reliable learning data for the Joint Commission on Accreditation of Healthcare Organizations (JCAHO) compliance. • Achieved ~25% higher nurse retention and ~$200,000 saving in recruitment fees by consistently improving employee engagement measured by 54% to 83% participation over 5 years, combatting a nationwide nursing shortage. • Created competitive advantage among neighboring public hospitals by elevating HCAHPS (Hospital Consumer Assessment of Healthcare Providers and Systems) overall hospital rating from 5.5 to 7.8 through the introduction of patient and family centered care principles and launching Hennepin Patient & Family Advisory Councils. • Ensured hospital’s continued viability with JCAHO accreditation by achieving zero RFIs (Requirements for Improvement) for continuing healthcare education due to improved education data reporting resulting from LMS implementation. • Advised Executive Leadership Team (e.g., Chief Administrative Officer, Medical Director, etc.) as internal OD consultant, by guiding executives through change management, team development, leadership development, and D&I discussions.

Responsible for operating in the Bay Area, California, and Minneapolis, Minnesota, designing client deliverables, leading business development activities, writing proposals and statements of work, managing expenses, and generating revenue. Accountable for cultivating client relationships with organizations such as Best Buy, 2Roam, Alameda County Water District, Alameda and Santa Clara Counties Social Services, and UCare Minnesota, delivering a wide array of projects, including customer service skills curricula, leadership retreats, and teambuilding interventions. Results: • Won and delivered a ~$150,000 consulting project with a tech startup to operate as the company’s Learning & Development function, augmenting the efforts of the HR Director and delivering full menu of tailored L&D services. • Strengthened tech start-up’s human capital advantage in progressing from Series A to Series B funding by upskilling human capital with tiered professional development curriculum of 28 training modules, writing a New Hire Orientation manual, and providing custom train-the-trainer model. • Closed competency gap in Best Buy’s regional leadership teams by grooming high-potential store managers for elevated roles with the creation of a comprehensive development program leveraging insights of cross-company subject matter experts and stakeholders. • Dramatically improved a social services agency’s reputation and community relationships, reducing complaints from diverse customers by developing and delivering a customer service training series.

Responsible for leading a distributed team of 25 headquarters, and field-based training professionals, including 6 regional training managers and internal training consultants, with primary goal of designing and delivering highly tailored development initiatives to ~50,000 employees based in 2000 Gap Brand stores across the country. Duties involve liaising with regional leaders to ascertain training needs, mobilizing instructional designers and facilitators, and managing a $2M operating budget. Results: • Achieved competitive advantage for Gap Stores by optimizing POS interactions, improving store operations, and increasing customer service ratings by ~10% with custom training in-store operations, customer service and leadership skills. • Elevated customer satisfaction by aligning store manager skills training to Gap stores’ service expectations through blending technical and leadership competencies in a comprehensive Store Manager development curriculum.

Responsible for developing and delivering all qualitative learning experiences to Target’s 256,000 employees and leaders across 700 stores nationwide, managing a robust curriculum of approximately 50 courses for headquarters and store employees. Charged with orchestrating each year, 12 week-long leadership assessment centers, 4 store manager academies, 6-8 employee network events, 6-7 regional leader development activities, 10-12 succession planning discussions, and nearly 20 team interventions while managing an operating budget of about $1M with additional funding provided by the field organization. Simultaneously responsible for administering the tuition reimbursement program and reserving 20% team bandwidth to cater to ad hoc requests from HR VPs and other executive leaders, including coaching and speaking at major company events. Initially responsible for developing and delivering professional skills training to headquarters employees then due to that success rewarded an expanded role of providing management skills training to 67 store managers and their respective senior teams of 8 – 10 leaders per store, impacting company's fiscal performance by elevating central employees and store leadership capabilities. • Advanced Target's ambitious growth strategy to double its store count by bolstering the leadership pipeline with future store managers and better-prepared mid-level leaders through the design and implementation of Accelerated Development, High Potential Development programs, and Leadership Assessment centers. • Unified Target's 3 corporate divisions (Target, Mervyn's, and the Department Store Division) through shared language and mindset by spearheading Leadership Institute, a cross-corporation platform for Director-level and above leaders, to collaboratively examine competitive landscapes, corporate strategy, and emerging global trends via case studies & discussions. Ensured optimal functionality of department stores and impacted core operations and profitability by personally addressing the development and team-building needs of central departments including Merchandising, Loss Prevention, and Marketing.