Partnered with a Federal Defense Agency to lead the development of a staffing analysis as part of an overall plan of action designed to create a unified training and development strategy. The project involved collecting and analyzing key data on training and development programs from each program office

(e.g., current staffing levels for actives, rehired retirees, contractors, number of jobs, grade levels, number and types of training classes, number of personnel trained annually, etc.), and organized this data into a standardized format for analysis and reporting. Additionally, provided advisory services to include recommendations for achieving the goal of a unified training and development strategy for the Agency.

Delivered strategic planning consultative services for an Independent District of Columbia Transportation agency, focusing on outlining key program activities for three major transportation hubs in the greater Baltimore-Washington region. The effort consisted of visioning sessions with a Governing Board; a series of focus groups, one-on-one interviews and document reviews of current policies, processes, and budget;

SWOT analysis and stakeholder engagement; and presenting strategic plan recommendations to the Board of Directors. The resulting 5-year strategic plan sets goals, established policies, outlined strategies, and metrics for the larger regional group to enhance transportation facilities and programs, addressing current and future transportation needs.

Led the agency readiness effort for a state government client to complement an agency-wide financial systems transformation program impacting 15,000 employees, third party partners, and customers. The readiness effort consisted of strategy development, implementation planning, and execution.

Training was designed and delivered to approximately 6,000 internal employees, and a strategic communication plan was devised and deployed throughout the engagement. Additionally delivered a proprietary readiness tracking tool which was used to produce a series of readiness assessments that highlighted progress of all in-scope agencies at any given point in time during and post transformation.

Collaborated with CHRO and the executive leadership team to assess the overall business and human capital strategies, and to create an aligned leadership vision and strategy for a global HCM transformation impacting 10,000 employees. The overall effort centered around a multi-phase SAP SuccessFactors system implementation rolling out to three global regions (US & Canada, Europe and Asia). 

Additionally partnered with the client’s HR Transformation Lead and Sr. IT executives to architect an organization change management strategy and drove execution throughout each region. The strategy involved leadership engagement and alignment, organization-wide stakeholder assessment and engagement, communications strategy and plan execution, training and development, and post go-live support.