March 2016 - Present (3 Years, 3 Months)
Chief Operating Officer
San Francisco, CA, US
July 2016 - Present (2 Years, 11 Months)
Responsible for aligning and empowering our company for growth and social impact. TalentSky is a new kind of social platform with open skill standards designed for the future. Skills act as a great normalizer, allowing for lifelong learning, opportunity, and innovation. We help more people and organizations reinvent themselves, deciding together what tomorrow will bring.
Develop accounting best practice standards for SaaS recurring subscription revenue business model.
Continuously seek expertise from R&D team leads on improving agile methods; empower all leaders; help identify and “lock” sprint plans; try to remove any barriers or blocks; try to keep everyone organized, engaged and laser focused on delivering new features that delight customers.
Work closely with product team on the business requirements and the design, test and monitoring of capabilities of core product algorithms.
Worked with Founder & CEO and management to establish brand messaging for website and materials including general positioning and descriptive copy that would resonate with Fortune 500 customer market along.
Worked with CEO, Board of Directors and outside legal counsel on process and documentation to protect TalentSky, Inc. intellectual property including trademarks, proprietary software methods and algorithms.
Worked with senior leadership team to assure internal IT infrastructure is robust and is in compliance with various regulatory organizations including EU GDPR.
Customer Success Lead
San Francisco, CA, US
March 2016 - April 2017 (1 Year, 2 Months)
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.
Helped the Customer Success Team create a set of materials and repeatable methodology to deploy TalentSky 2.0 to early adopters.
Had a wonderful meeting with the Visier team. Discussed the power of collaborating in the marketplace, with a focus on the incremental value of analytics with the specific understanding of standardized skills & proficiencies across an enterprise.
January 1998 - March 2016 (18 Years, 3 Months)
Washington, D.C., DC, US
January 2006 - March 2016 (10 Years, 3 Months)
I was a prominent female senior leader and also a working mother of three young children. I focused on digital programs involving learning & collaboration, organizational agility, and talent transformation. I served the Media & Entertainment Industry, and also established Accenture's first Management Consulting practice focused on Travel & Hospitality. I managed large customer engagements, leading with C-Suite dialogues to prioritize company and cultural transformation. 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 global industry operation. Well know for unconventional techniques to inspire authentic leaders, I had a passion for executive coaching. I also spearheaded internal programs to make Accenture a great place to work, and mentored numerous emerging leaders (with a focus on women and and inclusive workforce initiatives).
Served as senior leader providing oversight to LGBT recruiting events in North America for Accenture.
Served as Managing Director with oversight across all projects that involved Talent & Organization in multiple Products sub-industries, including Travel & Hospitality; Automotive; Industrial; and Infrastructure. Responsible for portfolio of accounts generating $600M in Revenue total per year, with over 200 Talent & Organization professionals aligned to this group and function.
Senior Project Manager
Washington, D.C., DC, US
January 2003 - January 2006 (3 Years, 1 Month)
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.
I attended this mini-MBA program while on maternity leave with my second child. The Smith College Leadership Consortium is the most powerful program available today to develop and advance female business leaders from companies like Accenture, Johnson & Johnson, JPMorgan Chase, and The Chubb Group of Insurance Companies who come together as partners in the development of their high-potential women. Even today, I continue to maintain contact with this program and benefit from their ongoing support.
Washington, D.C., DC, US
January 2001 - January 2003 (2 Years, 1 Month)
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.
Automated tool set for improving operations in an ecommerce business US 20030212583 A1 ABSTRACT The present invention provides a system of automated data driven tools which are integrated to provide an orderly and efficient set of concrete, specific and useful plans to help companies attain organizational and operational excellence. A system is disclosed which includes a set of ePerformance metric development tools, a set of BestPeople tools for force planning and analysis, with a companion set of eLearning tools to provide strategic employee development assistance and a set of eJourney management tools to assist in self measurement, metric comparisons, and plans development. An exemplary preferred embodiment is described which teaches a new and unique workforce transformation system to illustrate a concrete specific implementation result.
January 2000 - January 2001 (1 Year, 1 Month)
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.
We noticed that we needed to be able to more quickly scale our change management services to support many clients simultaneously, some with global workforces. We also knew which change management components were most critical to any project's success. In an attempt to scale faster and limit “reinventing the wheel” we created a streamlined, standardized toolkit and methodology covering the essentials - stakeholder management, communications, organizational alignment, training, adoption, and transition. This toolkit was not rocket science, but it was a simple solution to keep people on track, consistently, with little fuss. In later years and for larger deployments, we often used the tool along with another third-party product called ChangeTracking synergistically.
Washington, D.C., DC, US
January 1998 - January 2000 (2 Years, 1 Month)
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.
In order to capture data for our call center research projects, we needed a hand-held electronic device that would allow our research team to evaluate real customer interactions while sitting next to an agent (or observing remotely). Since no such tool existed in the marketplace, we created our own (EDGE) which we deployed on Palm Pilots. This tool allowed us to capture, collate, export, and connect our data, thus allowing us for statistically meaningful insights on how to improve adoption. For example, a subset of agents required brief re-training, but only for specific tasks. The EDGE tool was an invaluable part of our call center change management strategy - without it, we would have had to rely on paper, stopwatches, and call recordings; and our insights would have been far less targeted. After our use of the tool at Verizon, it “went viral” at Accenture and became the gold standard for use on any talent management project involving customer contact centers, globally.
June 1994 - September 1996 (2 Years, 4 Months)
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 learning, cognitive and personality tests. I also conducted research in one of the world's first functional MRI labs to study how the brain interprets new information, learns, makes decisions, experiences emotions, 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).
Presented results from study “The Effects of Antihypertensive Medication, Hypoxia and Orthostatic Stress on Cognition” at the 24th annual meeting of the International Neuropsychological Society, in Chicago, IL. with two other prominent researchers. Summary results were published in the annual conference journal.
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.
Published professional article in the Archives of Internal Medicine Initial and Steady-State Effects of Diphenhydramine and Loratadine on Sedation, Cognition, Mood, and Psychomotor Performance (November 10, 1997) Gary G. Kay, PhD; Brian Berman, MD, PhD; Sandra H. Mockoviak; Christine Eberle Morris; Dennis Reeves, PhD; Victoria Starbuck, PhD; Elizabeth Sukenik, MD; Alan G. Harris, MD Background: The classic, first-generation histamine1-receptor antagonists used to treat allergic disorders frequently cause sedation. In contrast, sedation is reduced or absent after administration of recommended doses of second-generation histamine1-receptor antagonists. We measured the initial and steady-state effects of diphenhydramine, a first-generation antihistamine, and loratadine, a second-generation antihistamine, by means of a comprehensive battery of psychometric tests that mirror real-world tasks. Arch Intern Med. 1997;157:2350-2356
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.
Compared group dynamics and ability to effectively retain new knowledge in school-aged children that were divided into groups that were either culturally diverse or composed of culturally similar students. Demonstrated that learning new skills in a multicultural group was superior based on exposure to different learning styles and ways of thinking; with less competitive anxiety and better collaboration.