Jun 2025 – Present · 10 mos

• Creating community for women to share, learn, experiment with AI & flipping the script on women representation in STEM.

May 2024 – Present · 1 yr 11 mos · United States · Remote

• PeopleTech Partners is an advisory and investment group that leverages insights of People Operations leaders operating in high-growth companies. We accelerate the growth of early-stage people technology start-ups in our portfolio through providing targeted product feedback, launching pilots with leading companies, and helping to shape the product roadmap.

Jan 2023 – Sep 2024 · 1 yr 8 mos · Los Gatos, California, United States · Remote

• I joined Mural to help transform the organization under new leadership to become more operationally effective as a remote first culture. I oversaw the People department which included Talent Acquisition, Total Rewards, HRBP, People Ops, L&D, Employee Experience and Workplace functions.

May 2021 – Jan 2023 · 1 yr 8 mos · Los Gatos

• During my time at Recharge, I matured the HR function and evolved the executive team, while leading the People department which included Talent Acquisition, Total Rewards, HRBP, People Ops, L&D, DEI, Employee Experience and Workplace functions.
• In my first 9 months we rapidly scaled headcount from 250 to 600 employees, including recruitment of key leadership roles: COO, CTO, VP of Customer Service, VP of implementations, VP of Total Rewards.
• A substantial part of my focus was partnering with co-founder/CEO and the board on leadership development, operationalizing the executive team, developing a business strategy and implementing OKRs resulting in streamlined business operations and clear focus across the leadership team.
• During this period, I also matured the People Team, building out all functional areas. All the while, we introduced the bi-annual performance management & calibration, the bi-annual engagement survey, the quarterly diversity report, employee resource groups (ERGs), job leveling / architecture, a compensation overhaul of employees/execs, an upgraded parental leave policy, the employee handbook featuring company culture, manager and communication training, and a transition to Workday on budget and on time, which included bringing benefits in house achieving a cost savings of ~1M.
• As a culture first People leader, I am very proud of achieving the Great Places to Work certification with outstanding results, especially as a fully remote company. ie. 99% of employees at Recharge say it is a great place to work compared to 57% of employees at a typical U.S.-based company. I focused a lot on our Remote workplace strategy which drove high employee engagement and productivity.

May 2016 – Dec 2020 · 4 yrs 7 mos · San Francisco Bay Area

• During my 4.5 years at Lyft, the company grew from ~850 to ~6,000 employees, and became a public company. I took on unique and impactful opportunities which were foundational in building the company that it is today.
• I was a trusted advisor to the co-founders - helping to operationalize their executive team, increasing team effectiveness and cohesion. As a founding leader on the People Leadership Team, I scaled the Employee Experience, Engagement, and Internal/Exec Comms functions to support 6,000+ employees enabling massive change management, leadership growth, and organizational efficiencies.
• Within my first few months, I partnered with the co-founders to develop Lyft’s 5 year strategy resulting in rapid execution and growth in 2018-2019, investment in the Autonomous Car / Bikes & Scooters Divisions, and positioning the company to become publicly traded. As a part of this initiative, I drove the creation of Lyft’s standing mission statement resulting the highest rated engagement score on the statement “I believe in Lyft’s Mission.” In 2019, I led the IPO internal strategy as a key leader on Lyft's IPO Core Team - creating a once in a lifetime experience for employees, clear communications throughout the process, and maintained retention goals in the year following.
• Over the years, my team developed impactful engagement programs including Onboarding, Lyft Leadership Forum, the monthly Engagement Survey, and the Lyft Ambassador Program.

Jun 2014 – May 2016 · 1 yr 11 mos · San Francisco

• During my 4 years at Twitter, the company grew from ~900 to ~6,500 employees, and became a public company. I will always appreciate my time at Twitter because of its incredible impact in the world, access to world leaders and people of influence, and incredible talent.
• As Twitter became a public company, they realized the need to invest in an Internal Comms function, and I had the unique opportunity to build this team. During this time, I drove all company wide communication efforts including a 10% layoff, the change of CEO, and many acquisitions. All along the way, I advised the executive team/ CEO on their communications and leadership presence. In two years, we scaled the function to support the 6,000+ employee organization through building a world class company-wide all-hands, Twitter's first intranet, and a global Twitter Ambassador program.

Apr 2012 – Jun 2014 · 2 yrs 2 mos · San Francisco

• In the two years leading up to Twitter's IPO, I was the HRBP for Engineering, Product and Design Organizations. I served as the trusted advisor to the CEO and multiple executive leaders, counseling on strategic topics such as global organizational design and effectiveness, leadership and talent development, and headcount and resource planning. During this time, we rapidly grew the organization, doubling headcount year over year— needless to say, I became very comfortable operating in chaos. I am proud of how, in partnership with the VP of Design, we transformed women’s representation in Design from 15% to 50%.

May 2010 – Apr 2012 · 1 yr 11 mos

• My time at Cypress helped me stay grounded as a professional over the years. I learned the nuts and bolts of a solid business, honed my commitment to excellence and learned how to be scrappy, all while supporting New Product Development, Software Engineering, R&D, Quality, Finance and Admin Divisions world-wide as their HRBP.
• During this time, I led a cross-functional team of HRBP’s to drive organizational initiatives, including our performance management process. We also implemented an innovative approach to talent development: Differentiated Workforce, a program designed to align talent to strategic business initiatives, which resulted in an increase in productivity and revenue. Cypress is known for it's tough and process driven culture - I am grateful for the bootcamp style experience, which has been foundational in my career.

Jul 2008 – May 2010 · 1 yr 10 mos

• I was quickly promoted and given increased scope - supporting New Product Development, Software Engineering, Finance and G&A Divisions world-wide.

Apr 2007 – Jul 2008 · 1 yr 3 mos

• I was given the rare opportunity to directly support an executive (VP, R&D) immediately joining the company out of college. Thrown right into the role, I learned the ropes of being an HRBP through first hand experience, including leading an organizational assessment in our manufacturing facility in the Philippines.

Mar 2004 – Apr 2006 · 2 yrs 1 mo · Spokane-Coeur d'Alene Area

• At this time I was exploring the possibility of becoming a Marriage Family Therapist after graduating from my undergrad degree at Gonzaga, so I worked at Inland to get a sense of the work. Although I decided not to pursue this work, I continued to work there while obtaining my Master's Degree in communications and leadership. I managed the transition of all files to an electronic database, and also helped with basic HR, communications and office management needs.