SVP, STRATEGIC CHANGE
September 2023 - Present

• Delivered enterprise-wide leadership in organizational change management, ensuring the successful execution of strategic and regulatory initiatives that drove business transformation, return on investment, and long-term value creation.

• Built the bank's first Change Management offering, department, and team to address risk mitigation of regulatory issues by implementing a standardized model for delivery across key regulatory projects and strategic initiatives.

• $3M budget for the development of a target operating model and portfolio structure focused on ensuring people adopt the changes needed to promote the long-term success of our business.

• 15+ person organizational change management team that fostered a culture of accountability, innovation, and strategic execution for high-cost and complex impact change management initiatives. 

• 30+ deliverables developed for the bank's organizational change management methodology and tools at the enterprise portfolio level including the creation and execution of those required deliverables and supporting material.

• 10+ vertical workstreams developed that drove executive stakeholder engagement to new models through data-driven insights that outlined clear value propositions and risk mitigation strategies.

• Expanded and executed that delivery model across 39 regulatory consent order projects to be supported simultaneously with comprehensive change management reviewed and audited by the Office of the Comptroller (OCC).

• 6000+ colleagues engaged in a community of practice to build organizational change capability, enhance leadership buy-in, and institutionalize best practices.

• Championed a results-oriented approach to change, ensuring measurable adoption, sustained behavior shifts, and positive business impact across complex, cross-functional initiatives.
  
  https://www.cnb.com/

MEMBER
January 2025 - Present
The ECLC is a council of senior executives who live the challenge of leading change at large enterprises. Started by Tigerhall, it’s a manifestation of many clients who saw a collaborative path forward for change leadership, where leaders engage and learn from each other. Now at 250+ members strong, the council meets regularly on and offline to share insights, discuss strategies, and exchange success blueprints.

https://tigerhall.com/the-executive-council-for-leading-change

SENIOR DIRECTOR, ENTERPRISE CHANGE MANAGEMENT
April 2019 - June 2023

• Established an organizational transformation and change management team, practice area and center of excellence.

• Built a 10-colleague team developed to delivery change for the largest portfolio programs and initiatives.

• Developed and executed comprehensive change management strategies aligned with organizational objectives. Provided strong leadership and guidance to project teams, executives and stakeholders throughout the change process.

• Led the enterprise-wide change management practice at First Republic Bank, which included the largest core conversion of any US bank this century and the largest at First Republic with the implementation of the FIS Global banking system.

• 6,000+ impacted employees with a 97% approval rating for the change management efforts.

• 200+ systems updated across 30 lines of business with successful training and communications for all colleagues.

• 80+ vendors engaged and successfully supported through a comprehensive readiness and hypercare support system. goes here

• Directed the move to remote work, bringing a fully onsite organization 100% remote in two weeks.

• 5,000+ colleagues successfully moved from full-time onsite to remote work.

• Zero interruptions to clients and client-facing colleagues through the development of communications and support strategies for all aspects of colleague interaction, including technology, support and client interaction.

• Managed a portfolio of change initiatives as an advocate for the business.

• $1M average per project cost savings value.

• 15+ project portfolio providing guidance and recommendations for change, risk mitigation, impact, and support.

• Implemented strategic initiatives to design, develop and mature the adoption and change management practice area.

• 170+ projects in close partnership with product owners to ensure value-driven solutions met unique project needs.

• 30+ project managers trained in the methodology for change adoption that became the organization's playbook for behavior change, end user change management, multi-channel communications and metrics for measuring success.

https://www.firstrepublic.com

ADJUNCT PROFESSOR
January 2019 - January 2021

• Taught undergraduate courses in Introduction to I/O Psychology.

PRINCIPAL, CHANGE MANAGEMENT & ADOPTION
July 2016 - March 2019

• Provided strategic guidance, thought leadership, and expertise in change management and user adoption to drive successful organizational transformations.

• Established a new department within the Oracle | NetSuite organization focused on the delivery of comprehensive change management and user adoption for customers.

• $700K+ in US sales, driving the request for expansion into overseas markets.

• 170+ sales and marketing tools developed, focused on internal and external audiences new to change management.

• 2x increase in team size, leading the expansion of the NetSuite team in the US, European and Asian markets.

• 31+ change management deliverables designed, developed, and executed as part of the go-to-market strategy.

• Designed and executed comprehensive change management consulting engagements for customers across NetSuite.

• $1M+ range in successful project delivery across segmented customer size and industry.

• 5 new offerings aligned with NetSuite Suite Success implementations designed and developed.

https://www.netsuite.com

LEAD, CHANGE MANAGEMENT
March 2012 - June 2016

• Partnered with leading pharmaceutical organizations to develop comprehensive change management programs for a global, long-term IT infrastructure and business alignment.

• Merck: Partnered in deploying a comprehensive change management program to support the implementation of SAP their enterprise resource planning platform.

• $100M cost savings from the decommissioning of legacy systems.

• 3,000+ colleagues successfully managed via the delivery of significant change management components to effectively manage the long-term business disruptions that accompanied a project of this size and duration.

• Bristol-Myers Squibb: Developed an award-winning shared services office in support of company restructuring.

• 200+ colleague comprehensive onboarding and training program for all new hires and transferred employees to address both the key aspects of their role as well as the purpose and intent of the shared service offices.

• 100+ colleague offboarding communication strategy for the initiative to address its purpose and intent across the organization to build momentum and define a clear path forward for the organization.

• ThermoFisher Scientific: Led the design and rollout of a new global operating model to support enhanced customer engagement across all sites.

• 10 colleague change management team effectively executed the strategy for communication of the roll out including identification of stakeholders, baseline interviews across all sites, and a global communication plan.

• 5 global workshops designed and developed to gather and share information about the new operating model as well as define a comprehensive plan for global roll out.

https://www.grantthornton.com/about-us/investments-and-acquisitions

MANAGER, CHANGE MANAGEMENT
March 2011 - December 2011

• Led the design, development, and execution of two global leadership development programs, providing strategic support for colleagues across the organization.

• Designed a six-month high-potential development and business standards program for global Vice Presidents.

• 70% of participants in the program were promoted to Managing Director within 1-3 years.

• 150+ vice presidents were assessed globally via comprehensive development-based 360 assessments.

• 150+ colleagues successfully completed a training and professional development program, communicating core business principles reinforcing the leadership, culture, and values of the organization.

• 25+ learning events successfully held for VPs including keynotes and business leader roundtables with partners.

• Developed a four-month comprehensive blended learning development program for new leaders.

• 1,000+ global leaders completed the first blended learning solution for the organization, incorporating comprehensive communications, facilitator-led training, and e-learning.

https://www.goldmansachs.com

ACCOUNT MANAGER
August 2007 - April 2010

• Partnered with Fortune 100 companies to advise and define successful leadership talent management strategies within their organizations. 

• Created a custom competency model that drove the development of a concrete performance management and leadership development program for the first time in the organization.   

• Produced a comprehensive selection process that was legally defensible and addressed issues in the turnover of new hires within the current system.

• Designed an assessment and leadership development process to address issues of employee engagement and define a bench for succession planning.   

• Led Marketing Team for the New York Office.

• Designed and implemented a strategic marketing campaign to penetrate the market and increase lead generation and brand recognition.

• Developed quarterly speaking forums and monthly webinars to share PDI’s best practices with clients, driving business and leads for the sales team.

• Grew the number of clients in the sales pipeline by 20% in the first year, with 40+ new contacts and sales leads per quarter.

https://www.kornferry.com