A closer look at the work I’ve led.

What they needed

LIMRA/LOMA was delivering a first-of-its-kind multinational consulting engagement for Prudential plc’s Asia business. The work crossed five time zones and three Asian markets and combined primary research, enterprise data, predictive analytics, external contractors, internal specialists, executive sponsors, and client stakeholders. It needed an operating structure that could hold all of that together.

What I owned

I built the integrated project plan, workstreams, milestones, governance structure, decision framework, communication cadence, risk process, delivery standards, contractor onboarding, data request process, executive reporting, and closeout structure. I created the reporting and dashboard structure for four audiences: team, client, sponsor, and CEO.

I led delivery across four external contractors, a six-person data analytics vendor, two internal research specialists, multiple executive sponsors, and client stakeholders while coordinating research operations, vendor delivery, executive communications, commercial planning, and final deliverables. The analytics vendor performed the data analysis; I managed its delivery and the client data-request process.

After being asked to support the broader portfolio of client projects, I created a program-level reporting dashboard and documentation explaining how to use and maintain it before the engagement ended.

What changed

The client had a major leadership transition while the engagement was underway, and the methodology and scope continued to evolve. I re-baselined the program, reset scope and dependencies, managed executive communications, and kept the work moving through the transition.

Securing client data was a major delivery challenge. Delivery was delayed for months, and the client repeatedly revisited why the data was needed. When the data arrived, it had significant quality issues that affected the analytics work.

Result

The engagement finished on time, within budget, and within scope. I also left behind reusable governance, executive reporting, portfolio management, and delivery frameworks that strengthened how future multinational engagements could be run.

What they needed

The organization was evaluating a new enterprise work-management platform and needed to determine whether it could support the business before making a much larger investment. The proof of concept represented 30% of the PMO budget and the full implementation ultimately represented 91%.

What I owned

I developed the investment strategy, software selection criteria, technical and business testing, success metrics, resource requirements, and business case used to secure executive approval for full implementation.

During implementation, I established governance, taxonomy, operating standards, cross-functional processes, executive communication, change-management strategy, vendor controls, and the transition model for long-term business ownership.

Advisory and enablement

I advised senior and executive leaders on organizational structure, business planning, budget management, and financial forecasting. During an organizational restructuring, I coached three executive sponsors through the transition and coached three business leads on execution planning, governance, stakeholder alignment, risk management, and team leadership.

In a concurrent PMO enablement role, I worked directly with project managers to translate business cases, project plans, workflows, reporting requirements, priorities, and dependencies into practical Jira structures and operating practices.

Result

The implementation was recognized internally as the “gold standard benchmark” for future enterprise initiatives. It was positioned to finish 10–15% under budget, vendor negotiations reduced organizational costs by $123K, and the post-implementation work produced PMO-adopted SOPs, communication strategies, resource-selection practices, templates, and multi-year strategic plans extending through 2032.

What they needed

Drishti was a rapidly growing SaaS company that needed scalable education for customers and employees across multiple countries. The function, platform, measurement model, content system, and facilitator network all had to be built.

What I owned

I designed the Global Education strategy, implemented the company’s first learning platform, built the content ecosystem, established measurement and governance, created a train-the-trainer model, and developed internal and customer-facing readiness strategies.

The learning ecosystem included video tutorials, simulators, interactive web trainings, guides, release videos, milestone communications, and facilitator enablement. I also built the hiring and onboarding processes for the team and introduced adoption, engagement, assessment, sentiment, feedback, and completion metrics.

Result

The platform launched to more than 900 users across five countries with 60+ learning assets created in fewer than six months. Customer software adoption increased 188%, training engagement increased 300% in the first month, learner sentiment was 100% positive, and the facilitator model expanded delivery capacity through 12 instructors.

What they needed

ServiceTitan already had an L&D team responsible for employee development and onboarding, but there was no dedicated program for teaching employees the ServiceTitan platform or the trades industry it served.

I had been working on the customer software training team when a new role was created to build that capability internally. I was selected for the position and built the employee software and industry learning program from the ground up.

What I owned

I designed and led the software and industry portion of ServiceTitan’s new-hire onboarding program. The full onboarding experience was approximately 32 hours, and 16 to 18 hours focused on the curriculum I built.

I created the instructional design, facilitated the training, developed knowledge checks and assessments, and gave employees hands-on experience inside the software. Learners worked through real-world scenarios from the perspective of the people who actually used the platform, including technicians and customer service representatives, so they understood both the product and the business it supported.

Every two weeks, I led new-hire classes of roughly 15 to 30 employees.

I also built ongoing learning for existing employees so they could deepen their knowledge of the platform and stay current as new features and functionality were released. I established the measurement framework around the programs, including surveys, assessments, learning paths, and other performance indicators.

Result

The program created a structured way for employees across the company to understand the software they were supporting, selling, building, and working around.

My personal training NPS reached 94/100, and the broader learning program achieved an NPS of 84/100. The measurement framework also contributed to increases in training engagement, employee self-assessment, and product knowledge while reducing customer support tickets.