Partnered in establishing a new HR Enablement team, driving process excellence and change within HR through initiatives aligning with HR mission, vision, and objectives.
• Owned and facilitated 2024 strategic planning for Chief People Officer and HR Leadership team to set vision and align on initiatives including objective, key results, and scope to be delivered in 2024
• Drove initiatives to: ○ Build knowledge management content strategy for internal content tools - ServiceNow and Workvivo (intranet/social platform) ○ Anchor Performance and Career Development philosophies in order to improve Development Chat process and tools ○ Increase efficiency and effectiveness of Talent Review process for China teams ○ Improve manager and Zoomies experience as they Offboarded Zoom
• Increased Organizational Change Management (OCM) maturity of HR organization by building methods and tools, training HR teams, and establishing a cadence and content to share all HR changes across Zoom

Owned organizational change management activities for Enterprise
Technology and Operations teammate impacting changes with a specific
focus on delivery of changes driven by Core Technology and Operations
● Built a storytelling culture focused on highlighting strategic changes and
progress towards priorities
● Developed talent and engagement roadmap and activities for the Core
Technology and Operations division
● Influenced how teammates are prepared, engaged and supported related
to change initiatives across Truist including leading a twice monthly
change forum that spanned the business and functional areas of the bank
● Led team of organizational change management, communication, and
talent/engagement teammates

• Designed and built teammate readiness function including structure, playbook, roles and responsibilities for driving technology changes for the SunTrust and BB&T merger
• Evaluated and managed organizational change management activities for over 300 technology driven impacts
• Partnered with overall merger teammate experience team and led the way on how to do organizational change for the merger
• Created monthly cadence with business teams to review changes impacting their team; built a partnership from the ground up with these teams and improved overall teammate experience for technology changes
• Focused on driving proactive change, preparing teammates and organically influencing culture with my team of teammates and consultants

• Created Technology Legal Day 1 communication strategy and drove work efforts against that plan
• Led program level change effort across 18 tracks of work that drove our Enterprise Technology roadmap, including coaching tracks on change management efforts, driving communications strategy, and developing and deploying change management workshops
• Wrote quarterly board level updates for the CIO and consolidated content for quarterly board level reviews
• Added structure and streamlined the intake process for a C-suite level risk meeting; partnering with all technology divisions including risk on how to communicate quarter over quarter risk reduction metrics
• Partnered with a consulting firm through diagnostic and design phase to develop our technology strategy with a focus on open banking strategy

• Developed communication strategy including best practices focused on increasing collaboration, productivity and message impact for teammates
• Founded a technology communication Center of Excellence made up of communication partners from each technology division
• Created an engagement model and partnership with Corporate Communications to maximize value provided to our 2,000 teammates
• Managed a communication team focused on driving communication events, content development, and intranet

Built the Organization Effectiveness practice, focusing on people development and operations. Led various projects across industries, including Financial Services, Food & Beverage, Supply Chain, Finance & Insurance, and Global Telecommunications, driving change and engagement initiatives. Sample project experience:
• Architected the new capital budgeting process for a multi-billion-dollar bank who sought to move from an annual investment process to a process that provided more transparency, data and decisioning, and cross-portfolio optimization.
• Standardized and coordinated global offboarding activities across Latin America, Asia and Europe by rolling out offboarding toolkit inclusive of best practices, managed weekly status updates and communications, organized and partnered with global outplacement vendors to provide services for all impacted countries, and owned project budget
• Created a program to address low employee engagement scores across 10 people managers with 70+ emplo

Managed change management and business readiness for various projects in the Financial Services and Telecommunications sectors, delivering comprehensive change management plans and implementing change methodologies including learning and communications.