Building teams that last — inclusive by design.

Over the past decade in shared-service operations — most recently as Global View Payroll Manager at ADP and AR Reporting Team Lead at ENVISTA — I've grown from an early-career analyst into someone who fixes broken processes, builds accountable teams, and turns root-cause analysis into lasting change.

Five years in people management taught me how to hire, onboard, coach, and develop teams standardizing processes and driving KAIZEN-style continuous improvement at scale, while coaching colleagues into 11+ internal promotions. Alongside that, I served as VP of iWIN (International Women Inclusion Network), coordinating employee events reaching 300+ participants, and stayed active in Employee Resource Group work promoting diversity and inclusion for 150+ colleagues.

Even back as an analyst, I was never just executing what was in front of me — I was simultaneously designing what came next. Sitting still and waiting was never part of the blueprint. That mindset showed up in an average of a promotion every 1.5 years, and in a willingness to job-hop across organizations, which brought a diversity of scope and exposure to different leadership styles rather than a single, narrow career track.

I'm now channeling that operational rigor and inclusion leadership into HR consulting — helping companies design people practices, onboarding, and team structures that account for neurodivergent and diverse working styles from the start, rather than retrofitting accommodations after teams have already broken down.