Business transformation · Change management · Strategy & operating models
Transformation is more than an event. It is a system that learns and evolves.
A transformation is not finished at go-live. Built right, it keeps evolving, because the way it learns is
designed in: how information comes in from the people inside the new model, and how what is learned is
applied, so the model moves to the next level instead of settling. Learning that changes nothing is
not learning. A transformation that holds outlives its workstreams, because it lives in people’s habits, judgment and
processes rather than in a project plan. The evidence is what is still running: the talent systems I built at
Equifax across 26 countries serve a workforce grown past 25,000 two years after I left, and the robotic process
automation adoption strategy I authored at Randstad saved $1.3M a year.
I lead the whole arc, from the strategy that decides what changes to the operating-model redesign, integration
and adoption that make it real, with Lean Six Sigma, Prosci and agile discipline, measured on adoption, cycle
time, retention and revenue rather than on activity.
“The quest for innovation: learning systems and innovativeness within a global organization.”
Doctoral thesis · Ed.D. Organizational Leadership Studies, Northeastern University, 2019
2
Acquisitions integrated at Equifax, Kount (United States) and Boa Vista (Brazil), across a 26-country footprint
6,000
Roles rearchitected across 22 bands and 11 levels, replacing the legacy job structure
$1.3M
Annual savings from the robotic process automation adoption strategy at Randstad
25,000+
Workforce the Equifax systems now serve, two years after I left, still running
01 · Bio
I came to change from the P&L side
My first two jobs were senior staff accountant and senior data and financial analyst. I read a
P&L statement before I ever drew an operating model, and that sequence permanently shaped the
order I work in. I look at the desired end state first: the data, the outputs, the
prototypes, what success looks and feels like for the people who have to live inside the new
design, before a single workstream is chartered. A builder by instinct and an operator by discipline.
I spent a decade at Randstad, a $35B employer with 39,000 people in 52 countries, moving
through six roles from Organizational Development Consultant to Director of Organizational
Effectiveness. By the end I ran the in-house consulting and innovation practice for the North
American business: 10 lines of business, a $3M budget and a team of 13, redesigning operating models
and value streams with agile, Prosci and design-thinking methods. I authored the robotic process
automation champion and peer-to-peer training strategy that made that rollout stick, worth $1.3M a
year in measured cycle-time reduction. I was chosen from 500 HR professionals globally for the
Netherlands high-potential assignment at global HQ, where I implemented the CruncHR predictive
modeling platform and created the global mobility program.
Equifax hired me to run learning and organizational change and promoted me within fourteen
months to own all of global talent management: an organization of 89 across 26 countries, direct,
indirect, matrixed and vendor, on a $10M budget. I led the onboarding, learning and cultural
integration workstreams for two acquisitions, rebuilt the career architecture for 6,000 roles, and
redesigned the global performance cycle for 12,000 employees, with the change plan, manager training,
communications and metrics architecture that carried each to adoption.
Today I am VP, Talent & Business Strategy at the National Black MBA Association, promoted in 2025 to
lead NBMBAA 2.0, the association’s product and revenue transformation: new products, new revenue
lines, new partners, on an enterprise roadmap I set on OGSM and report to the executive team and board.
I also lead public-sector and university transformation proposals, for Howard University’s School of
Business and for the State of Maryland’s Governor’s office, and I have been faculty at The Executive
Leadership Council since 2021, teaching strategy, leading change and P&L command to senior
executives from IBM, Deloitte, Merck, Capital One, Citigroup, JPMorgan Chase, Accenture and others.
Alongside that I co-founded CulTRUE, a workforce-intelligence tech startup for culture and workforce transformation, where I
hold the AI and data strategy chair. Its product is an AI-forward employee alignment tool that
measures a workforce against five fulfillment factors and the company’s own stated values, resolves to
the level of individual microcultures, and closes with an individual action plan and a collective team
plan: a diagnostic built for the front end of a culture transformation. I built the MVP myself; a
Corewell Health Report,
built on sample data, is in the portfolio.
My doctorate is in Organizational Leadership Studies from Northeastern University. The dissertation,
“The quest for innovation: learning systems and innovativeness within a global organization,”
is grounded in Parsons’s theory of social systems and in Schwandt and Marquardt’s model for
organizational learning systems. Its finding is the premise of this page: an organization that stays
open to learning, and supports that openness with practices such as design thinking, keeps innovating as
conditions change. A transformation built that way is never static; it grows organically, because the
feedback that would otherwise arrive as the next crisis arrives instead as the next iteration.
Design the end state. Pilot it small. Build in the feedback. Let it outlive its workstreams.
Focus
Business transformation, change management, operating-model and value-stream design, post-merger integration, enterprise strategy and planning
Methods
Prosci ADKAR (applied) · agile and scrum operating models · design thinking · Lean Six Sigma Green Belt · OKR and OGSM planning
Reach
Global and matrixed throughout: 52 countries at Randstad, 26 at Equifax with an organization of 89, a global-HQ assignment in the Netherlands and acquisition integration in Brazil
Sectors
Technology & SaaS · financial services · professional services · nonprofit · public sector and higher education proposals
Doctorate
Ed.D. Organizational Leadership Studies, Northeastern University
A transformation plan is a hypothesis until it is run against a real organization with a real
budget, a go-live date and a measurement obligation. These are the ones I have run, what each
one changed, and what moved as a result.
Promoted in 2025 to lead NBMBAA 2.0, with a mandate to run product innovation and open new
revenue streams through partnerships. Set the enterprise roadmap on OGSM and report progress to
the executive team and board. In the first year of the transformation, shipped four partner-built
revenue products on a Hivebrite and Skillsoft stack, having first built the NBMBAA Institute from
nothing. I am also the experience designer for the annual conference and career expo, 5,000 to 9,000
attendees, end to end, with a 300-partner corporate portfolio, and lead marketing and brand for the Institute and the conference.
4 new revenue products shipped in year one: the Genius Factor assessment, an entrepreneurship and mentorship curriculum with Gravy Wealth, an AI enablement curriculum with Grey AI, and a coaching practice
10,000 learners on the Institute at 9.5/10 satisfaction and +40% engagement
300 corporate partners in portfolio
Enterprise roadmap and reporting on OGSM
Equifax
Post-merger integration and enterprise talent redesign across 26 countries VP, Global Talent Management · VP, Learning & Organizational Change · Apr 2020 – Mar 2024
Led the onboarding, learning and cultural integration workstreams for two acquisitions, Kount
(United States) and Boa Vista (Brazil), bringing the acquired workforces into the global talent,
performance and onboarding systems. Replaced the legacy job structure with a career
architecture covering 6,000 roles across 22 bands and 11 levels, with AI/ML career pathing and the
AI-skill taxonomy on Workday Skills Cloud. Redesigned the global performance cycle for 12,000
employees and the full-cycle talent review through SLT successors, each with the change plan, manager
training, communications and metrics architecture that carried it to adoption.
2 acquisitions integrated, one of them cross-border
6,000 roles rearchitected · 12,000 employees on the new performance cycle
+21% first-year retention from the new global onboarding program, 3,000 employees a year at 95% satisfaction
An organization of 89 across 26 countries on a $10M budget
Still running two years on, for a workforce grown past 25,000
Top 100 of 12,000, CEO Global Circle of Excellence, 2021, inside my first year
Randstad
Operating-model redesign and automation adoption, North American consulting practice Six roles, consultant to director · Apr 2010 – Apr 2020
Ran operating-model and value-stream redesign across the North American consulting practice
using agile, Prosci and design thinking: 10 lines of business, a $3M budget and a team of 13, with
enterprise goal setting on OKRs and NPS as the standing voice-of-customer line. Authored the
robotic process automation champion and peer-to-peer training strategy that made the rollout
stick. Deployed Montage, HireVue and DOMO across the practice. At global HQ in the Netherlands,
implemented the CruncHR predictive modeling platform and created the global mobility program.
$1.3M a year saved through measured cycle-time reduction
+23% job satisfaction from the career-pathing program that employee-experience analysis across 5,000 employees produced
57 global project managers running the annual engagement survey I designed
Selected from 500 HR professionals globally for the high-potential assignment · President’s Club, 2017
Public sector and higher education
Transformation proposals led through NBMBAA State of Maryland · Howard University
For the Governor’s office in Maryland, a workforce development transformation that layers a business
ownership operating system and an AI maturity ladder onto the trades and apprenticeship programs the
state already runs, designed to be replicable across all fifty states. For Howard University’s School of
Business, an MBA innovation proposal that embeds 300+ AI-enabled certification pathways from 25
nationally accredited bodies into the degree, with two implementation options, no curriculum redesign, and a
200-student pilot before any wider commitment.
Both designed to run on existing infrastructure, which is what makes them adoptable
Both staged: a pilot before the enterprise decision
Working pages, linked below, rather than slide decks
Independent Sector
Validate before scaling Fractional Learning Consultant · Jun 2026 – present
Designed the Advocacy Activation Validation Series and facilitate it live with 13 nonprofits as a
validation cohort before it scales digitally to the 1.8 million nonprofits in the United States. The
sequencing is the point: a deliberately small proof ahead of a very large rollout, so the scaled version is
built on evidence rather than on the original design assumptions.
13 nonprofits in the validation cohort
1.8 million US nonprofits in the scaling population
Designed, built and facilitated end to end
Work samples
Four live artifacts, each built in the last year. They show how I run a transformation now: design
the end state first, build a working version, put it in front of the people who have to adopt it,
and let the artifact carry the argument.
CulTRUE · culture diagnostic
Corewell Health sample report
The front end of a culture transformation is a truthful measurement of where the culture actually is. This is the MVP I built for the AI-forward product I own the strategy for: an employee alignment tool that measures a workforce against five fulfillment factors and the company’s own stated values, resolves to individual microcultures, and closes with an individual action plan and a collective team plan. I designed the instrument, the scoring and the report.
Built on sample data. No client information appears in it.
Built for the Governor’s office. Maryland’s apprenticeship and trades programs teach residents to run a business but not to own one, so this layers an ownership operating system on top of the infrastructure already there, then converts the business into a custom AI-enabled one. For job and knowledge seekers it carries a full AI ladder: a corporate AI maturity assessment, an individual readiness assessment, personalized micro-trainings, and AI skills advancement pointed at the job search. Designed to be replicable across all fifty states.
A transformation proposal I took to Howard University’s School of Business. Graduate enrollment is falling and an MBA alone no longer clears the bar, so the proposal embeds stackable credentials into the degree: 300+ AI-enabled certification pathways from 25 nationally accredited bodies, PMI, AWS, SHRM, CompTIA, ASQ and others, earned progressively alongside coursework. Two implementation options, no curriculum redesign, and a 200-student pilot, because I would rather prove a model on two hundred students than argue for it across an entire college.
A change lands only when the people at the edge of the organization can execute it without help. Our chapters were being asked to fill conference seats without being taught how, so I built the toolkit that teaches them: ready-to-paste social copy by platform, seventeen finished graphics, a five-email sequence, a five-week cadence, and the brand rules. No account, no software, no design skill required. Adoption designed into the artifact rather than requested afterward.
These open in a new tab. Each is a working page rather than a slide about one.
03 · How change learns
The sequence I run, and the loop that keeps it alive
The methods are standard: Prosci, agile, design thinking, Lean Six Sigma. What differs is the order,
the discipline, and the sixth move: the feedback mechanism that turns a one-time program into a system
that keeps learning. Every transformation on this page ran these six moves.
Discovery
Interviews, surveys, journeys
I ran an in-house consulting practice at Randstad whose method was interviewing. Teams came to us
without a shape, and we designed one: new roles, hierarchy, success metrics, tools and templates, from
what those interviews surfaced. Nobody hands you the requirements for a new operating model; you find
them in what people are about to have to do.
Global engagement survey: designed and run through 57 project managers, then leaders interviewed on the findings, then programs built from what came back.
Voice of the customer (NPS): a standing practice line in the consulting function, not an occasional exercise.
Employee-experience metrics across 5,000 employees, which produced the career-pathing program and a 23% satisfaction lift.
End state first
Strategy before structure
I have built an annual strategic plan for the businesses I have run every year since 2013, across
Randstad, Equifax and NBMBAA. Each cycle means setting the direction, resourcing it, and standing behind
it when the numbers come back. The redesign follows the strategy, never the other way around: at Equifax
the career architecture was rebuilt so that a career path became a structural object linked to
operating-model design, rather than a conversation.
Pilot, then scale
I teach this, then I use it
I teach the MVP process alongside agile in one of my own courses, Design with A.G.I.L.E.
Thinking big while starting small is not a method I borrowed; it is the one I train other people in
and then run myself.
Skillsoft at Equifax, piloted before it went global; implemented at enterprise scale twice, at Equifax and again at NBMBAA.
myOnboarding: a brand-new global program, created and then scaled across day −15 to day 365, to 95% satisfaction and +21% first-year retention.
NBMBAA 2.0: four partner products, each proven before it was scaled.
Independent Sector: 13 nonprofits before 1.8 million. Howard: 200 students before a college.
The people side, at pace
Prosci ADKAR, applied
The technical design is rarely what fails. Every system at Equifax shipped with its own change plan,
manager training, communications and metrics architecture, because a performance cycle that 12,000
people quietly work around has not been redesigned. At Randstad the robotic process automation rollout
held because of a champion network and peer-to-peer training strategy, not because of the software.
Every role since 2010 has required in-person delivery, in addition to digital. I have been managing
people since 2013 and standing in front of rooms of executives who did not want to be there since 2014.
That continues today through five years of ELC faculty, where leading change is one of the subjects I teach.
Measure what the business sees
OKRs · KPIs · OGSM
Three frameworks at three organizations: OKRs at Randstad, KPI cascades at Equifax, and
OGSM at NBMBAA. Each came with its own metrics architecture underneath: leading indicators and
outcome measures reviewed alongside business results, where the business could see them. Succession depth
reviewed next to business KPIs. Cycle time, not training hours. Retention, not completions.
The framework matters less than whether anyone acts on it. Three times I have picked the framework that fit
the organization rather than importing the one I happened to know.
Build the feedback loop in
So the system learns and evolves
The mechanism is designed in from the start: NPS as a standing voice-of-customer line and an annual engagement
survey run through 57 project managers at Randstad; the OD&E metrics architecture under every system and
post-deployment monitoring on the Leadership Institute at Equifax; a 13-nonprofit validation cohort feeding the
design at Independent Sector before it scales to 1.8 million. In each case the signal lands where someone is
accountable for acting on it, and the model changes when the signal says it should.
The evidence is what is still running: the Equifax career architecture, performance process, onboarding,
succession and Leadership Institute all remain in place two years after I left, for a workforce grown
past 25,000.
04 · Systems built
Operating systems, shipped and measured
Every one of these had a defined population, a platform of record, an adoption problem to solve and a
number it was accountable to. Four of them, myCareer, myOnboarding, myPerformance and myTalent, shipped
as a named suite and replaced what came before.
myCareer
6,000
Career architecture · legacy job structure replaced
Reimagined the career architecture covering 6,000 roles across 22 bands and 11 levels, with
AI/ML career pathing and the AI-skill taxonomy on Workday Skills Cloud, across 26 countries. Skills
linked directly to operating-model design.
myPerformance
12,000
Global performance cycle redesigned
The full cycle as a single product surface, goal setting, midyear review, career conversations and annual
review, running for 12,000 employees across 26 countries, with the change plan and manager training
that carried it to adoption.
myOnboarding
+21%
First-year retention · 3,000 employees a year
A brand-new global program spanning day −15 to day 365, created and then scaled, including
for the acquired workforces. 95% satisfaction, time-to-value as the measure.
Brandon Hall Group Excellence in Onboarding, 2022.
myTalent
26
Countries · succession & workforce planning
Full-cycle talent review from individual contributors through SLT successors, and global workforce
planning including executive-level reviews, with succession depth as a leading indicator reviewed
alongside business KPIs.
Acquisition integration
2
Kount · Boa Vista · Equifax
Onboarding, learning and cultural integration workstreams for two acquisitions, one in the United States
and one in Brazil, bringing the acquired workforces onto the global talent, performance and onboarding
systems.
Robotic process automation
$1.3M
Annual savings · Randstad
Authored the champion and peer-to-peer training strategy that made the rollout stick, saving
$1.3M a year through measured cycle-time reduction. The adoption design, not the tooling, was the
product.
NBMBAA 2.0
4
New revenue products · partner-built
The association’s product and revenue transformation: four partner products shipped in year one on a
Hivebrite and Skillsoft stack, run on an enterprise roadmap set on OGSM and reported to the
executive team and board.
CruncHR predictive modeling
57
Global project managers · Randstad HQ, The Netherlands
Implemented an HR predictive modeling platform at global headquarters, created the global
mobility program, and ran the annual engagement survey through 57 global project managers,
inside a company of 39,000 across 52 countries.
EFX Leadership Institute
~2,000
Leaders developed per year · the capability layer of the change
Six programs tying the leadership pipeline to organizational design and strategic workforce
requirements, on the Equifax Leadership Behaviors I authored for every level. A transformation
needs leaders who can run the new model; this is where they came from.
Methods and platforms implemented, operated and used daily
Prosci ADKAR, applied
Agile and scrum operating models
Design thinking
Lean Six Sigma, Green Belt
OKR · OGSM · KPI cascades
Workday; Learning, Talent, Skills Cloud
Skillsoft · Coursera · Cornerstone
SuccessFactors
Hivebrite
CruncHR · DOMO
Smartsheet · Salesforce · Airtable · Monday.com
HireVue · Montage
Robotic process automation
Claude · ChatGPT · Gemini
Manus, agentic execution
Base44 · Gamma
05 · Original work
A change model, a diagnostic and a curriculum
Alongside the standard methods I design original intellectual property: a five-move model that
translates to organizations as readily as to individuals, an instrument that measures culture before
anyone tries to change it, and the courses in which I teach change to working adults.
The Art of Flourishing
Framework · organizational translation
A five-step development model I use across coaching, cohort work and keynote delivery. Its
organizational translation is what makes it a change model: the same five moves, applied to a system
rather than a self.
SeeTell the truth about what is actually happening
OwnLocate accountability, not blame
ReleasePut down what no longer serves the strategy
AlignMake the system match the intent
BloomMake it visible, and make it multiply
CulTRUE alignment tool
Diagnostic · MVP built and in use
An AI-forward instrument that scores a workforce against five fulfillment factors and the company’s
own stated values, resolves to individual microcultures, and closes with an individual action plan and
a collective team plan. I own the AI and data strategy, including the scoring metric and delivery tooling,
and built the MVP now used in client proposals.
Fulfillment factors 5
Resolution Individual microcultures
Output Individual and team plans
Sample report Corewell Health, live
Courses I’ve written on change
Curriculum · written and delivered
Eleven original courses written, built and taught inside Randstad’s North American consulting
practice, for working adults who have a day job and a number to hit. The ones that concern change
directly:
ChangeInnovating the Change Experience
MethodDesign with A.G.I.L.E. · The LEAN Thinker
EvidenceData as the Key to Storytelling
InfluenceInfluencing Without Authority · Leading Executive Conversations
BusinessKnow Your Business, Grow Your Business · Know Your Market, Grow Your Share
06 · Governance
Seats where redesigns are governed
Three appointments, each concerned with a transformation at a different scale: a national MBA program
being rebuilt for the AI era, a national workforce infrastructure being built for the first time, and
a senior executive cohort learning to lead change. I have also helped bring three organizations into
existence, which is organizational design work of its own.
MBA Program Advisory Council
Western Governors University · Apr 2026 – present
Recruited to advise on the Management Program within the College of Business, and invited three
months later to sit on the council for the entire MBA program, which governs the redesign of WGU’s
MBA: 6,141 active students and 31,676 graduates since 2014. The charge is to rebuild a
competency-based curriculum for the AI era. The average learner is 41 and already managing teams.
National Advisory Board
Center of Excellence for Workforce Development, Independent Sector · Jun 2026 – present
The Center is building the nation’s first coordinated, equity-centered infrastructure for nonprofit
workforce health, sector transformation and cross-sector collaboration. The board guides research,
policy alignment, narrative strategy and national adoption across four pillars; I was invited for the
workforce development seat. Quarterly board meetings, monthly subcommittees and an annual retreat at the
National Summit.
Part-time Faculty, Executive Leadership
The Executive Leadership Council · Jul 2021 – present
Teaching strategy and vision, leading change, social identity and executive leadership, influence and
P&L command to senior executives from IBM, Deloitte, Merck, Capital One, Citigroup, JPMorgan Chase,
Accenture and others. 700+ graduates, 97 NPS. The room where a change model is stress-tested
against people who run real P&Ls.
Founding seats
Founding an organization is organizational design work: charter, governance, sponsorship, membership
model and a reason to keep funding it after the launch enthusiasm wears off. The test is whether it
survives its founders. One of these now has 5,000 members, and another has lasted two decades.
BOLDBlack Organization for Leveraging Differences, Equifax’s inaugural Black employee network.
Founding advisory board member.
Global Women’s NetworkFounding board member, designed for the whole 26-country footprint from the start. Membership
now stands at 5,000.
College ClinicA nonprofit transitioning students and parents into college and beyond through academic
preparedness, financial literacy and basic life skills. Founding board member since 2005.
07 · The AI era
AI adoption is a change program, not a procurement
I hold the AI and data strategy chair at a workforce-intelligence startup, I built an AI maturity
ladder into a state workforce proposal, and I work daily in Claude, ChatGPT, Gemini, Manus, Base44 and
Gamma. Daily operation is what makes my position on it procedural rather than aspirational.
Map the work first
Decide what a model drafts, what an agent runs end to end, what an AI employee owns as a standing role,
and what stays human because judgment is the product. That map is the operating-model redesign; the
tooling decision follows it. Automating an unmapped process just makes the old process faster.
Buy the commodity, build the context
The answer is not a vendor, it is a boundary. License the models and the engines; build the layer that
knows the actual work, the data and the people. The State of Maryland and Howard proposals both run
on infrastructure that already exists, which is what makes them adoptable.
Governance at the start
The risk sits in an organization adopting faster than it can govern. Governance belongs at the start
of an AI program as a design constraint, not at the end of one as a review gate. A maturity assessment
before the roadmap, not after the incident.
Adoption is still the people side
The robotic process automation lesson from Randstad applies unchanged: the rollout held because of a
champion network and peer-to-peer training, not because of the software. AI adoption will be won or
lost the same way, one manager at a time.
Measure readiness, then move
The Maryland proposal pairs a corporate AI maturity assessment with an individual readiness
assessment and personalized micro-trainings, so the change plan is built on measured readiness rather than
on an assumed baseline. The same sequence applies inside a company.
Reach is the actual prize
AI’s honest contribution to a transformation is scale: personalization, practice partners and assessment at
a volume no program team can staff. The room where senior leaders decide what the organization will become
stays human.
08 · Standing
Education, methods, credentials
Education
Ed.D., Organizational Leadership Studies, Northeastern University, 2019 “The quest for innovation: learning systems and innovativeness within a global organization”
MBA, HR Management and Organizational Change, Georgia State University
MS, Career Counseling, Georgia State University
BBA, Finance & Accounting, University of Cincinnati Full academic scholarship
Change and transformation methods
Lean Six Sigma Green Belt, Georgia Tech
Prosci ADKAR, applied
Agile and scrum operating models · design thinking
OKR and OGSM enterprise planning · robotic process automation adoption
Certified Personal and Executive Coach, The CaPP Institute
