My Portfolio
Please see below for a compilation of activities that make up my portfolio. The first tier are the major bodies of work that I was responsible for both the strategic vision and execution on. The second tier is an area of employee listening that I call "inclusive voice". Lastly, are major areas of research that I led.
Strategic Vision & Execution
Digital Onboarding Experience
Talent Development: Upskill for the Future of Work
Talent Development: Upskill for the Future of Work
Problem: How do you effectively onboard new team members to a mostly remote team?
Solution: Digital-led Onboarding Experience with human fall-back. Weekly automated emails with specific focus areas for each week and live follow up 1:1 call to connect and have safe space to ask questions
Metric: Onboarded over 300 people.
Role: Digital Talent Acceleration
Company: Cisco &
Time Frame: 2019-2020
Role: Program Manager & Culture Committee lead
Company: Palo Alto Networks
Time Frame: 2023-2025
Talent Development: Upskill for the Future of Work
Talent Development: Upskill for the Future of Work
Talent Development: Upskill for the Future of Work
Problem: How do we create micro-learning opportunities for our team to upskill for the future of work?
Solution: Worked with senior leadership team to identify specific skills needed in the future of work for the roles on our team. Then build out digital training platform with multi-modalities per skill identified.
Metric: Track over 300 employees key performance indicators (KPI's) indicating their progress in training
Role: Digital Talent Acceleration
Company: Cisco, specifically Digital Lifecycle Journeys Team
Time Frame: Created 2020
Customer Adoption via Streamlined Launch Process
Talent Development: Upskill for the Future of Work
Customer Adoption via Streamlined Launch Process
Problem: How do we get customers up and running quicker so that we can bill them and reinvest revenue for new projects?
Solution: Analyze all aspects of the current launch process, identify gaps, streamline process flow, and improve time to market.
Metric: Reduced customer launch time from 8 weeks to 2 weeks, resulting in increased cash flow
Role: Director, Support & Implementation
Company: QLess, Inc. (start-up technology company)
Time Frame: 2015-2016
Inclusive Voice
1:1's
People Leader Series
People Leader Series
Problem: People on the team had challenges confiding in their leader on certain things involving work or had questions they didn't know who to go to for
Solution: I met one on one with new hires 30 days after start date and then one time per quarter to answer questions and address any issues
Metric: Met 1:1 with over 300 employees each quarter
Role: People Operations
Company: Cisco
Time Frame: 2017-2021
Role: Culture Committee Lead
Company: Palo Alto Networks
Time Frame: 2023-2025
People Leader Series
People Leader Series
People Leader Series
Problem: HR put out wonderful people leader solutions and trainings, but there was a lack of community for the leaders to have a bi-directional conversation about the challenges they were having, as well as the best practices they could share
Solution: Create a monthly series where we talk through announcements, upcoming actions, a particular topic, and have the people leaders talk amongst each other sharing
Metric: Increase in leadership performance
Role: People Operations
Company: Cisco
Time Frame: 2019-2021
Role: Culture Committee Lead
Company: Palo Alto Networks
Time Frame: 2023-2025
Table Talk
People Leader Series
Table Talk
Problem: We had plenty of opportunities for employees to ask the leader questions (all hands, etc.), but not enough opportunity for the leaders to get to know people outside of their immediate direct reports causing a disconnect, as well as lack of empathy from senior leadership
Solution: Create roundtable conversations where the leaders ask the questions with the positive intention of just getting to know individual contributors further down in the organization
Metric: 5-7 full-time employees per senior leader, every quarter (ideally not a senior leader they directly report to)
Role: People Operations
Company: Cisco
Time Frame: 2019-2021
research
Master's Thesis
Undergraduate Published Research
Undergraduate Published Research
The Impact of People Leaders on the Millennial Employee Experience
Master's of Science, Organizational Leadership
National University
Graduated May 2021
Undergraduate Published Research
Undergraduate Published Research
Undergraduate Published Research
Signals, resistance to change, and conditioned reinforcement in a multiple schedule
Bachelor's of Science, Psychology
Santa Clara University
Graduated May 2009
Employee Surveys
Undergraduate Published Research
Employee Surveys
Problem: Outside of the employee listening that we did, how else can we capture what is working and not working with our employees?
Solution: Create surveys that are easy to fill out, keeping in mind that survey fatigue can occur if too many are sent without action, and take that data to inform our people strategy going forward.
Metrics: thousands of data points to analyze, report on, and action
Role: People Operations
Company: Cisco
Time Frame: 2017-2021
Role: Program Manager
Company: Palo Alto Networks
Time Frame: 2023-2025