Professional Journey

As the Chief Operating Officer at Family Life Center, I redesigned the organization's operating model and strategic approach to enhance operational efficiencies and achieve targeted outcomes.

• Redesigned the organization’s operating model, organization design, and strategic approach to improve operational efficiencies and achieve targeted outcomes through research-based best practices to end homelessness.

• Developed a public relations strategy, organized interviews, managed social media platforms, distributed press releases, and appointed as a keynote speaker.

• Author grant proposals for county, state, and federal funding opportunities.

• Accountable for fiduciary and operational performance to funding authorities.

• Collaborate with other non-profit organizations in the health care and social service industries to provide clients with a wholistic approach to housing.

• Spearheaded disaster relief efforts to build 88 mid-term housing dwellings to those that were displaced by the Maui wildfires, raising over 20 million dollars in less than a year.

• Pioneered the disaster case management program in the county, employed a staff of wildfire survivors to help influence the design of recovery efforts, recognized as a leading organization in the work.

• Expanded to the islands of Molokai and Kauai, increasing property assets by 300% within a year.

In my role as National HR Transformation Leader at Kaiser Permanente, I ensured the alignment of Human Resources Service Level Agreements with the leadership's shared service model.

• Oversaw the maturity of Human Resources Service Level Agreements ensuring alignment with leadership’s shared service model.

• Review new services for efficiency from markets into national functions.

• Manage key initiatives across National Employee Services for concise leadership communications to the CEO and CHRO.

• Leveraged research-based methods for change management and reorganization of the national HR service center.

• Streamlined key employee transactional services from the regions to national function management, reducing risk to the organization and saving millions of dollars annually.

As the Leadership Development Manager at Kaiser Permanente, I designed and implemented educational programs leading to the highest employee satisfaction scores in the region.

• Designed educational programs for professional development, performance improvement, workplace safety, and labor-management partnership programs.

• Achieved the highest results for Employee Satisfaction scores within the Region.

• Conducted quantitative research as an academic requirement for the fulfillment of my Doctoral degree providing recommendations for improvement using evidence-based organizational change principles.

In my position as Director of Environmental Services at Kaiser Permanente, I was recognized as a Subject Matter Expert and drove improvements in employee satisfaction.

• Recruited as Subject Matter Expert for Staffing standards and Training standards at a regional level.

• Obtained double-digit increases in all 15 categories for the 2017 Employee Satisfaction Survey.

As Director of Environmental & Support Services at Aramark, I supervised a large team and significantly improved employee morale.

• Provided supervision and development to three managers, six supervisors and a total of 250 employees.

• Recognized for significant improvement in employee morale and a decrease in employee injuries with double digit increases in employee satisfaction scores.

• Standardized safety training for Patient Transporters with nursing education in effort to increase employee safety.

In my role as Regional Department Educator at Xanitos, I developed policies ensuring compliance with regulations and participated in critical organizational preparedness efforts.

• Developed the department’s policies and procedures to ensure compliance with governing regulations.

• Responsible for the accurate completion, accountability, and presentation to executive leadership for the department’s operational budget and quality assurance goals.

• Participated in the Ebola Preparedness Committee, resulting in processes named “Best Practice” in the organization.

• Took South Bay from ranking lowest in the region to highest in the organization for Admit-Discharge Times.

• Point of contact for during times of survey from agencies such as CMS, TJC, the CDC and the DHHS.