Christine's History

February 2016 - Present (1 Year, 9 Months)

TalentSky, Inc.

Roles
3
Moments
5
Skills
17

July 2016 - Present (1 Year, 4 Months)

Chief Operating Officer

San Francisco, CA, US

Responsible for coordinating TalentSky's functions (employee experience design, channel partnerships, sales, customer support, marketing, product integration, etc.). Serving industry leaders such as Target, Foot Locker, Digital River, Ten-X and other high profile customers, as well as charitable organizations. With the introduction of the first-of-its-kind professional network built with privacy by design, TalentSky makes career experiences fair, meaningful, transparent and fun.

March 2016 - Present (1 Year, 8 Months)

Customer Success Lead

San Francisco, CA, US

I managed the end-to-end customer experience for industry leaders such as Coca-Cola Company, Target Corporation, SAP, eBay, IBM Corporation, Foot Locker, Inc. and other high profile customers. With the introduction of the first-of-its-kind universal skills library and talent development platform, TalentSky is bridging the urgent disconnect between the new skills companies require and their workforce readiness.

February 2016 - Present (1 Year, 9 Months)

Community / Special Interest

These Moments reflect activities that I've supported or directed on behalf of communities or special interest groups, as well as extracurricular activities and hobbies. (Some are TalentSky initiatives, whereas others reflect my personal life outside of work.)

January 1998 - March 2016 (18 Years, 3 Months)

Accenture plc

Roles
5
Moments
23
Skills
149

January 2006 - March 2016 (10 Years, 3 Months)

Managing Director

Washington, D.C., DC, US

I became one of the company's most prominent senior leaders who also was a working mother of three young children. I initially spent the majority of my time in the Media & Entertainment Industry, then I established Accenture's first Management Consulting practice focused specifically on Travel & Hospitality - to go beyond our numerous technology implementations and promote strategic dialogues with the C-Suite about company and cultural transformation. I continued to specialize in Talent Strategy and Digital, but at a much larger scale. I was directly responsible for dozens of Fortune 500 client relationships, and the Accenture people serving these clients. I helped develop comprehensive sales & marketing strategies to support our billion-dollar industry globally, managed operations, and developed a broad network of relationships. I also spearheaded internal programs to make Accenture a great place to work, and mentored numerous emerging leaders (with a focus on women and LGBT).

January 2003 - January 2006 (3 Years, 1 Month)

Senior Project Manager

Washington, D.C., DC, US

Once promoted to “Senior Manager” at Accenture, the stakes are higher. Instead of serving as a support resource or manager of small teams, you step up and take big, career defining roles. In this case, my role was the Global Talent & Organization Lead for Communications & High Tech. In English, that means I was responsible for managing everything Accenture did involving talent across (primarily) all the telco giants. I had ~100 resources, and our global sales target was in the hundreds of millions. We had to overcome time zone differences, language barriers, and cultural nuances in order to bring our capabilities successfully to market. These capabilities addressed every part of the talent cycle, from recruitment through training, on-boarding, career management, engagement, and succession planning. We began to establish strategic partnerships with the major ERP players. And most critically, we provided change management for all Accenture technology deployments of any kind.

January 2001 - January 2003 (2 Years, 1 Month)

Senior Consultant

Washington, D.C., DC, US

I was quickly promoted to Manager at Accenture, which seemed to coincide with a major explosion of digital technologies all around me. These technologies touched practically every consumer workforce and every consumer in such meaningful ways, that the job of any Management Consultant naturally had to evolve as well. My clients during this time included AOL, Comcast, NBC Universal, Disney, the Associated Press, the Department of Education, and a few others. We were supporting implementations of natural language recognition in the phone menus; new content management strategies; new customer experience strategies; a constant need for up-skilling and re-skilling labor pools; etc. The changing role of Change Management in the Digital Age was becoming my passion - and I was building a practice around me.

January 2000 - January 2001 (1 Year, 1 Month)

Senior Consultant

After one year with Accenture (formerly Andersen Consulting), I was promoted to Consultant, which meant that my responsibilities as a leader were greatly expanded. I began to supervise 10-20 resources in the Washington, DC area, all of whom were Change Management experts, across numerous clients. Through our clients, we began to notice The Great Separation that exists between Business and IT departments across most companies and organizations. We upgraded and refined our Change Management methodologies to include a strong focus on business alignment, steering committees, and common KPIs to measure the success of any enterprise deployment of anything. In fact, without these key ingredients, Accenture's projects were failing. It was at this step in my career where I learned deeply to appreciate the importance of change management as a strategic, non-negotiable business priority.

January 1998 - January 2000 (2 Years, 1 Month)

Performance Analyst

Washington, D.C., DC, US

My first position at Accenture (formerly Andersen Consulting) was aligned to the Communications & High Tech industry, with a specialization in Change Management. The majority of my time was spent at Verizon (formerly Bell Atlantic) to assist with their Change Management needs. As an example, Accenture was in the process of deploying a large sales and marketing tool across 20 call centers, 30,000 agents, and in 7 languages. Initially there was significant resistance to change by the business (﹤20% adoption). They felt their legacy tools and processes were better and faster. At my specific recommendation, we conducted a research study to understand agent feedback and compare results amongst groups using a standard scorecard. Through this study, we were able to pinpoint 11 targeted opportunities to improve adoption and sales, which protected the entire $100M Accenture contract, and resulted in nearly $750M of incremental revenue to the business through ﹥98% adoption of the tool.

June 1994 - September 1996 (2 Years, 4 Months)

Georgetown University

Roles
1
Moments
1
Skills
11

June 1994 - September 1996 (2 Years, 4 Months)

Research Associate

Washington, D.C., DC, US

I worked at Georgetown Hospital's Neurology Department, with a dynamic group of leading clinical neuropsychologists. Here, I administered and interpreted a wide range of cognitive and personality tests. I also conducted research in one of the world's first functional MRI labs to study how the brain makes decisions, experiences emotions, collaborates, solves complex problems, and remembers. We partnered with pharmaceutical companies to conduct research involving the effects of common medications on workforce performance. We also worked within the Montgomery County prison system to map the psychological profiles of criminals. I helped my mentors develop, test, and deploy the world's first comprehensive computerized cognitive assessment test, which still is used annually with all US Commercial Airline pilots. I co-led a study comparing the profiles of patients who had Eosinophilia Myalgia Syndrome, Fibromyalgia, or who were malingering (faking symptoms).

September 1996 - January 1998 (1 Year, 5 Months)

UCSD/SDSU Joint Program in Neuropsychology

Areas of Study
1
Moments
1
Skills
18

September 1996 - January 1998 (1 Year, 5 Months)

Neuropsychology & Statistics

San Diego, CA, US

I remained interested in the science of human thought and behavior, so I attended the UCSD/SDSU Joint Program for Neuropsychology, one of the world's leading doctorate programs for clinical and research psychologists. Here, I completed 18 months of “post-graduate PhD prerequisites” which included extensive coursework; time in a research lab looking over scans and slices of human brains; my first chance to provide therapy and life coaching services; and significant soul-searching time at my internship, which involved a study of HIV positive individuals with active careers (in the late 90's treatment was mostly ineffective).

I did not stay to earn my doctorate (I was invited to do so), but instead chose to take everything I had learned thus far about the science of people and try to apply it in the business world.

January 1991 - May 1994 (3 Years, 5 Months)

January 1991 - May 1994 (3 Years, 5 Months)

Psychology & Statistics

I decided to attend an all-women's college* because I believed it would afford me extra chances to practice leadership before entering the real world. I also wanted to better understand human consciousness - the essence of the self - through the lens of neuropsychology. I worked hard and had plenty of fun too. I co-hosted a weekly ska radio show with my boyfriend - and we were fortunate to know talent such as Gwen Stefani and Sublime before they were big.

  • NOTE: Scripps College women have full access to all the courses and resources of the entire co-ed Claremont consortium, including Pomona College, Claremont McKenna College, Harvey Mudd College, and Pitzer College.