Things I’ve Built

Safety Spotlight: Building awareness, one week at a time

I designed Safety Spotlight 2026 as a yearlong communication strategy: 12 monthly safety themes, with weekly messages intended to build on one another. Instead of isolated reminders, the structure connected awareness, practical understanding, reflection, and reinforcement across operational safety, employee well-being, and emerging workplace risks.

Redesigning onboarding around culture and role readiness

I modernized pre-hire checklists that were more than two years out of date, developed role-appropriate e-learning paths for exempt and nonexempt employees, and rebuilt orientation around Respect, Integrity, Safety, and Innovation.

Instead of leading with rules, the presentation connected policies, Paycom, safety systems, and operational technology to how employees experience the organization.

Explore the onboarding redesign — before & after

Bringing in the right facilitators and setting them up to teach

I interviewed and selected outside facilitators for their expertise and willingness to tailor sessions to employees’ work. I also worked through procurement and contractual arrangements that accounted for most of the approximately $15,000 in annual savings I identified.

To improve the experience, I built a digital facilitator welcome guide covering arrival, classroom setup, and what to expect. I arranged lunch for full-day visits and shared participant feedback to inform future sessions.

Developing leaders before the promotion

In an organization of more than 500 employees, including over 100 in leadership positions, leadership development traditionally began after promotion. While an established program supported newly appointed leaders, there was no structured pathway for employees aspiring to leadership roles. I helped challenge this reactive approach and establish a pre-leadership development cohort, giving more than 30 high-potential employees—nominated by their existing leaders—the opportunity to build foundational leadership capabilities before stepping into formal leadership positions. The initiative shifted the emphasis from developing employees because they had been promoted to preparing them for the responsibilities and expectations of leadership before advancement.

Standing up an LMS from scratch

I played a key role in establishing the organization’s first Learning Management System, helping transition existing training records into a centralized, role-based learning environment. Initially serving as one of two learning administrators for a workforce of more than 500 employees, I later assumed sole responsibility for the platform. My work focused on organizing learning content, developing role-relevant pathways, streamlining compliance training, and improving reporting visibility so employees could access meaningful development opportunities and leaders could better track progress.