The work, and what it moved.

Employee experience, organizational development, and learning across five business lines of a regulated, multi state health system had no owner and no structure. I founded and directed the function, setting strategy, governance, and curriculum architecture where none existed.

Engagement survey participation reached 88 percent through programming that gave people a reason to believe the results would be used. Retention moved from 67 to 71 percent by addressing what people were actually leaving over.

Learning capacity extended into every function without adding a single headcount, through a 26 person cross functional council of department leaders and engagement champions governed on a monthly cadence.

What it took: influence without authority, a coalition built from people who already had full time jobs, and executive sponsorship earned rather than assigned.

I built an enterprise continuity manual covering onboarding, standard operating procedures, and succession planning. It was adopted organization wide and is still in use. Continuity documentation is the difference between losing a person and losing a capability.

I also closed DHA and DoD audit findings following regulatory fines, by owning the learning management system, rebuilding record keeping curriculum, and implementing a cross training strategy across the affected functions.