Joined a premier leadership advisory firm to help expand its commercial consulting practice, leading culture and organizational-effectiveness engagements with senior executives.

Served as a trusted partner to CEOs, Boards, and senior executives leading enterprise-level transformation and culture change. Regularly acted as the de facto transformation leader within client organizations, responsible for driving clarity, execution, and lasting behavioral change.
• Workforce & Culture Transformation – Fortune 500 Defense Manufacturer: As the company prepared to relocate its 5,000-employee headquarters after five decades in one community, anxiety and attrition risks increased. Acting as the de facto transformation leader for the site, I guided with transparency and empathy—creating space for employees to share concerns through open forums, surveys, and focus groups. Developed a real-time Culture Dashboard that tracks engagement and NPS sentiment, allowing leaders to respond quickly and visibly to workforce needs. Built a network of Transformation Partners to maintain trust and foster two-way communication. The relocation was completed on time with no disruption to production, and retention improved by 5%.
• Governance & Trust Rebuild – Regional Energy Transmission Operator: Restored trust and alignment between the Board and executive staff after statewide power outages. Facilitated joint workshops, rebuilt communication norms, crafted stakeholder messaging for legislators, media, and regulators, and guided the selection of a new CEO— restoring stability to the organization.
• Strategic Alignment & Collaboration – American Petroleum Institute (API), Mids

Directed enterprise transformation, integration, and restructuring programs across healthcare, finance, and infrastructure sectors.
● • Operating Model & Financial Turnaround – North Carolina Department of Health & Human Services: The department had been dealing with budget overruns and an outdated fee-for-service operating model that was incompatible with upcoming Medicaid reform for years. Reporting directly to the HHS Secretary and the Governor's representative, I acted as the de facto transformation leader to guide both financial stabilization and organizational redesign. We optimized the workforce, introduced new FP&A processes, and collaborated closely with senior leaders to recruit and onboard new executives. I provided ongoing coaching to help them adapt to the department's new role as a policy, quality, and contract-administration organization. The effort resulted in the first balanced budget in years and a future-state structure that received approval from both state and federal authorities.
• Fiscal Recovery & Stakeholder Alignment – Government Development Bank of Puerto Rico / Department of Transportation: The Government Development Bank hired my team because the Department of Transportation faced a $200 million funding shortfall before a critical market issuance. Besides the financial challenge, the Rail, Bus, Ferry, and Highway agencies operated independently and often disagreed, making coordination very difficult. Acting as the unofficial leader of the transf

development and change-management programs for federal and commercial agencies.

operations initiatives and cross-functional teams within defense programs.

communications, and project-management support for federal clients.