I build the infrastructure behind great employee experiences. Not the programs that look good in a deck. The ones employees actually feel.
Each project below started with a problem that had been tolerated for too long. Here's how they ended.
Engagement was flat. Lunch-and-learns were a graveyard. Attendance was obligatory at best. The business needed something that felt like it was actually built for the employees in the room, not for an HR checklist. So we blew the whole model up and rebuilt it from scratch.
The existing lunch-and-learn format wasn't a program. It was a placeholder. Attendance was inconsistent, energy was low, and the format communicated exactly one thing to employees: this wasn't built for you. Silos between departments had hardened, and the org lacked any consistent ritual that felt like culture, not compliance.
PrizePicks: Unlocked replaced the old format entirely. Formats included TED-style talks, GMA-inspired executive hot seats, live problem-solving showcases, and peer spotlights. Production was orchestrated across IT, Security, and the Executive Creative team. Custom lighting, dedicated live emcees, and themed catering. Live-streamed in real time for remote employees. Every session felt like a production, because it was one.
Sustained attendance isn't built on reminders. It's built on systems. I designed a physical and digital token economy in partnership with external vendor Swagger and internal security. Attendance and participation converted into tokens. Tokens converted into tiered custom merch from a dedicated Swagger storefront. The system ran for six months without a meaningful attendance dip. That's not a coincidence. That's architecture.
A 5,000+ person global manufacturing organization in the middle of a post-merger integration. Legacy systems, siloed processes, an intern program with no playbook, and a new recruiting platform the HR team hadn't fully adopted. The job was to bring order to the parts that mattered most.
My formal title was HR Specialist, but the work quickly expanded into strategic HRBP territory. Advising leadership on HR initiatives, aligning people programs to business priorities, and serving as a thinking partner for decisions that had real workforce implications. I leaned into it and delivered accordingly.
Partnered with Indeed to design and deliver training modules for the broader Mativ HR team. Took a platform the team hadn't fully adopted and built it into structured, actionable best practices they could apply immediately. Synthesized quickly, delivered clearly, and closed the adoption gap.
How I think about the work, regardless of org size, title, or industry.
A clean, well-designed process is what separates an HR function that operates on chaos from one that scales with confidence. I build for repeatability, not just the immediate fix. Good process doesn't slow things down. It creates room to move faster on the things that matter.
The best HR and People Ops work happens when you understand the business well enough to speak its language. I've worked alongside IT, Security, Finance, Legal, and Executive teams, not just to coordinate, but to actually think through problems together. That fluency changes what you can build.
How people feel about coming to work has a direct line to retention, performance, and culture health. I've never treated engagement programs as a "nice to have." I treat them as operational levers. When they're designed well, they show up in your data, not just your culture deck.
If you're building a People Operations or Employee Experience function and you need someone who brings both strategic instinct and hands-on execution, that's the conversation I'm interested in having.
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