Sumvit Labs

November 2019 - present


San Francisco, CA, US

It is hard not to notice the problems local entrepreneurs face these days. Talent shortages, a high cost of living and extended commutes create serious workforce deficits. Subcontractors, freelancers, consultants and outsourcing vendors can plug holes, but they cannot address these problems in time at scale. Sumvit is a new digital solutions company focused on crowdsourcing expert teams for local SMB companies. With our access to worldwide talent, teams can be formed in a matter of days. Projects typically last 3-6 months and have tangible goals identified by business leaders. Our areas of focus include AI, cloud, agility, customer insights, intelligent enterprise platforms, and product innovation. We are excited to join a growing body of experts who are passionate about modern team solutions. The concept of virtual teams as a service (also called flash teams or squads) is backed by Stanford, MIT, Catalant, SHRM, and various state and federal agencies.

Talentsky, Inc.

March 2016 - September 2019

Chief Operating Officer

July 2016 - September 2019

San Francisco, CA, US

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.

Work closely with Founder & CEO to promote and sell the company vision to Fortune 500 prospects. Support Customer Experience Team as well as Go-To-Market Advisors, to make sure we are constantly evolving sales strategies, understanding our target market, and developing efficient pre-sales methodologies to attract the right enterprise customers at scale.

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.

Customer Success Lead

March 2016 - April 2017

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.

Accenture Pte Ltd

January 1998 - March 2016

Managing Director

January 2006 - March 2016

Washington, D.C., DC, US

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).

Senior Project Manager

January 2003 - January 2006

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.

Senior Consultant

January 2001 - January 2003

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.

Senior Consultant

January 2000 - January 2001

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.

Performance Analyst

January 1998 - January 2000

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.

Georgetown University

June 1994 - September 1996

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 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.

UCSD/SDSU Joint Program in Neuropsychology

September 1996 - January 1998

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

Claremont Consortium of Colleges - Scripps College

January 1991 - May 1994

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.