Milrose Consultants

Milrose is the largest national consulting firm in the US in the areas of urban planning, architecture and permitting, covering 3000 municipalities, with over 100 top clients being Fortune 500 companies (including many of the Fortune 5). 

At Milrose, I lead all things talent. I partner closely with the CEO, C-suite executives, and all founders of the 9 acquired companies under the Milrose family to:

- Develop an agile talent strategy based on changing business needs 
- Develop and execute a comprehensive talent development strategy aligned with our business goals and culture
- Implement a blended approach to learning and development including workshops, e-learning, on the job learning, coaching, and 1:1 sessions (role specific learning, manager foundations)
- Establish a coherent user-interface for learning content & knowledge management across 9 acquisitions; facilitate structured decision-making and information sharing across the organization
- Build out from scratch our first ever talent management systems including performance management, talent reviews and succession planning 
- Lead change management efforts across the orgs related to people programs 
- Culture transformation 
- Launch job architecture, career pathing, career conversations workshops and resources to empower growth and development 
- Drive efficiency via systems optimizations with our HRIS and LMS

Director / Head of Talent - Talent Management, Learning & Development, Employee Engagement & OD

Talent Partner - Enterprise Engineering (Meta's Technology & IT org)

Wiley

- Employee engagement: Global owner driving end-to-end pulse surveys, including: research and design framework and questions, socialization with stakeholders, partner with Glint CSM for implementation, lead transition for Glint through Workday implementation, design and execute on communication plan, manager training for results analysis, segment results for business units and teams to drive continuous dialogue and rapid improvements with simple action taking. 

- Culture change: Lead 2 phases of culture framework launch and change management - culture campaign month for garnering attention and excitement of new Wiley values, followed by projects to embed behaviors that exemplify these Values across the employee lifecycle (employee value proposition in hiring / onboarding, goal setting, year end performance evaluation, colleague and high potential development, etc). 

- Stay interviews: Design simple toolkit and process aligned to our engagement and check-in philosophy to retain key talent population - reduced attrition vs. company-wide by 7%. 

- Talent management: performance management cycles, talent review and succession planning 

- Strategic workforce planning: evolve enterprise capabilities to future-proof the organization, starting with product management. Partnered with Forrester for skills assessment of individuals in relevant job profiles, and org maturity assessment.

Director, Talent Management, Organizational Development 

In my current role, I drive end-to-end Wiley initiatives globally, with special focus on: employee experience and engagement, career pathing and growth, performance management, talent review & succession, and culture change / change management. 

I accomplish this by: 

- Creating short- and long-term strategies in partnership with HRBPs and the business, and staying abreast industry thought leadership
- Driving end-to-end initiatives (e.g. employee engagement survey) - design, implementation, building manager capability, communications planning & drafting, and results analysis & socialization
- Designing just-in-time tools and resources in partnership with Learning & Development 
- Consulting with our DEI leads to ensure DEI is alive in everything we build
- Focus on fast actioning and iterate over time - while conducting listening sessions with colleagues to always improve based on feedback

Senior Manager, Talent Management, Organizational Development 

My role at Wiley bridges my prior experience in talent/leadership/L&D consulting with project management expertise, to:

- Conduct gap analysis on organizational development needs
- Co-create, prototype, test and build solutions using agile approaches 
- Socialize with key leaders and stakeholders and engage them as champions of change
- Build and roll out campaigns and communication strategies to embed initiatives in the organization 
- Track and measure success using tangible metrics 

Key projects to date include: Global Manager Academy for front line managers, global unconsciousness bias/D&I training vendor assessment and strategic planning, culture change

Manager, Talent Management, Organizational Development 

At Wiley I support HR projects with robust project management, coupled with deep knowledge on culture change and learning. 

Currently I am the program manager for all things talent/learning & development: 
- Drive in-person and eLearning module design, development, and delivery: e.g. career pathing, manager effectiveness, D&I, compliance training, culture change 
- Partner with HR and other Wiley functions to drive full life cycle project planning and management (define scope, goals, deliverables; own project plan, communicate progress, measure and drive to deliver projects on time and on quality)

In addition my responsibilities include: 
- Support the Technology, Operations, and Finance functions from an HR perspective 
- Drive US locations' business function operational excellence & cost reduction
- Support businesses in a merger/acquisition from human capital perspective 
- Lead a cross-functional HR virtual team in collaboration with the Technology business to streamline recruiting process at scale

Manager, HR Strategic Projects (HR project management office)

NeuroLeadership Institute

At NLI, we are transforming leadership through neuroscience. Through our Thinking Partnerships consulting, I work as a part of a team to help companies:

-  Re-engineer performance management processes (e.g. remove ratings and more) 
-  Simplify leadership principles & programs to maximize coherence/stickiness for culture change
-  Strategize change management approaches that leverage principles of neuroscience, learning, and design thinking 

Parallel to this work, I'm also training to become an ICF-certified coach. 

To find out more about NeuroLeadership Institute, our products, and our annual Summit in New York City, click here: https://neuroleadership.com/.

Consultant, Project Manager 

Korn Ferry Hay Group

Now a part of Korn Ferry, Hay Group is a global human capital consultancy focusing on core pillars of organizational and people effectiveness. Our services and products span Leadership & Talent, Reward & Pay, Executive Compensation, Building Effective Organizations, and Employee Engagement. My role specifically focuses on organizational design and effectiveness - as a part of a team, I help Fortune 500 clients  (particularly in Life Sciences) transform their organizational operating models, structures and roles so they work better. Often this is done as a part of major company-wide change initiative, such as post-merger integration.

Consultant

Hay Group is a global management consultancy. My role was to support the global growth of our second-largest industry sector, Life Sciences (pharma, biotech, medical devices). Specifically, my role entailed strengthening our database for benchmarking purposes, conducting knowledge management (such as compiling of case studies of past client work), supporting sector-specific marketing efforts, and educating a growing community of consultants across the globe on the life sciences sector.

Analyst, Global Life Sciences

Columbia University

Teaching Assistant: Quantitative Analytic Research Methods

North Shore-LIJ Health System

Summer Resident - Internal HR Strategy Consultant

Talent management and organizational development professional with 10+ years of experience and track record of success leading global projects end-to-end: conducting needs analysis, research and benchmarking, developing framework and structured problem solving approach, socialization with stakeholders to achieve buy-in, project and program management in implementing cyclical and ad hoc talent/L&D programs, developing and implementing change management approaches and communication plans, measuring and analyzing program effectiveness using quantitative and qualitative data to tell a coherent story for C-suite and board. 

Areas of specialization: performance management system redesign, talent review & succession planning, strategic workforce planning, career pathing / career development, culture change / adopting new values and behaviors, leadership and team effectiveness, engagement survey design and implementation, L&D program design, coaching. 

Key skills: Coaching, advanced MS Excel, workshop facilitation, program and project management, consultative sales, cross-functional collaboration

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