A large institute was struggling to ensure an electronic system was effective for other institutes at the agency. Only 6 of 27 institutes used the system and some were considering developing their own. I worked with the team to orchestrate multiple technological advancement and integration initiatives, implement data collection tools to understand stakeholder priorities, introduce project management techniques to streamline monthly developments, and implement the use of customer service email systems. Within 14 months, system utilization increased from 6 to 17 institutes, 375 backlogged development items were cleared, customer service response time decreased from 1-2 days to 10 minutes and ticket resolution from 5 days to 2 hours.​

I was brought in to help design and implement a multi-year strategic training plan aimed at fostering a culture of continuous improvement. The plan targetted the technical training program, professional development, innovation, psychological safety, and leadership development so all staff were empowered to lead from where they were. By year 3 of the 5-year plan, employee survey results showed 10–20% increases in employee satisfaction, trust in leadership, transparency, engagement, and communication. Attrition dropped by 20%, and a healthier, more collaborative workplace culture emerged. The plan was ultimately featured agency-wide as a model for organizational development and culture transformation.​​​​​​​​​​​

In response to increased staffing demands during a public health emergency, a small organization faced the challenge of onboarding a 30% increase in headcount in a newly remote environment. Previously an entirely on-site operation, the team had no infrastructure for virtual onboarding. I partnered with leadership and the onboarding team to design and launch a streamlined, interactive onboarding platform that consolidated essential tasks, policies, and training modules into one accessible system. This initiative reduced onboarding time from six weeks to three and enabled the seamless integration of 16 new hires, ensuring operational continuity, team cohesion, and employee engagement during a period of unprecedented disruption.

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Faced with low training engagement and effectiveness, one program needed a major shift to better equip staff in supporting external stakeholders. I collaborated with leadership and the training team to revamp the approach—developing new stakeholder-facing training content, launching 8 interactive workshops to help partners navigate and collaborate with the program, and creating a feedback platform for piloting and iterating new training strategies. Within 3 months, training engagement rose by 55%, with the team receiving an average of 5 new content requests per month. Over the following 9 months, stakeholder satisfaction increased by 30%, signaling significant improvement in both perception and impact.

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Although leadership expressed a strong desire for innovation, staff remained disengaged from contributing to organizational progress. A landscape analysis revealed two key barriers: a culture that unintentionally discouraged new ideas and a lack of processes to support innovation. To address this, I led the design and implementation of an innovation platform that empowered staff to pitch ideas, receive feedback, and refine proposals collaboratively. Over the next three years, the organization implemented 35 staff-driven innovations—transforming operational practices and significantly improving employee engagement and ownership.

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A new leader inherited a team facing serious performance and collaboration issues. We partnered to design a transformation initiative, creating a tailored roadmap that empowered staff to revamp workflows, clarify milestones, and strengthen team engagement. As a result, the team overhauled 15 annual training modules, reduced documentation by 42%, and boosted utilization by 38%. Stakeholder manuals were streamlined—cutting content by 40% and increasing engagement by 22%. Within a year, the leader shared that the team was “basically running itself,” requiring only minimal oversight and allowing them to focus on vital strategic priorities for the business.

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