Impact

Redefined project management systems and operating models to improve cross-team communication, change adoption, and strategic alignment.

Projects



Each engagement reflects a combination of operational design, financial stewardship, and hands-on delivery—tailored to the organization’s goals, constraints, and scale.

When I joined Strada's Strategic Communications team, project intake, tracking, and reporting were fragmented—limiting the team's ability to manage workload, measure impact, and align resources to organizational priorities. Over two years, I redesigned the operating model from the ground up, transitioning the department from a task-based system to a project-centric framework built in Wrike.

In 2024, I partnered with the Senior Advisor to design and launch a new operating model—including a revised intake form, Slack integration for request submission, updated workflows, and an editorial calendar in Wrike. In 2025, I led a second iteration focused on adoption and sustainability: simplifying the framework, shifting fully to a project-based approach, and building a Wrike Analytics dashboard to enable data-driven forecasting. I also restructured the team's Google Drive for version control and access management.

In parallel, I led the integration of strategic planning between Communications and Strategy & Innovation—developing a process that collaboratively prioritized requests to produce an executable integrated plan for FY2026. I also led the 2026 budget planning process, using the analytics board to defend allocations with real performance data.

These changes moved the department from a reactive posture to a forward-looking model. Team adoption increased, reporting became more accurate, and leadership gained clearer visibility into resource allocation and output.

Key results: Designed and launched a Wrike-based operating model across two iterations · Built integrated strategic planning process with S&I · Led data-driven 2026 budget planning · Restructured digital infrastructure · Increased team adoption and reporting accuracy

CRA-WP is a national NSF-funded nonprofit whose mission is to widen participation and improve access and opportunity for individuals underrepresented in computing research. Over nearly six years — growing from Program Assistant to Senior Program Associate — I managed a $6M program portfolio that included some of the organization's highest-visibility annual programs: the Distributed Research Experiences for Undergraduates (DREU), the Grad Cohort Workshop for Women, and the Grad Cohort for IDEALS. I also designed and launched a new program, CSGrad4US, from the ground up.

Each program had its own lifecycle, its own stakeholder map, and its own participant population — which meant managing them in parallel required the same discipline I bring to every engagement: clear systems, reliable communications, and processes the team could own and repeat year over year. For DREU, that meant building a scalable student-mentor matching workflow across hundreds of institutions nationwide. For both Grad Cohort workshops, it meant managing the full event cycle — applications, speaker coordination, sponsor relations, and on-site execution — while running two programs simultaneously in the same annual cycle. When COVID-19 hit in 2020, I led the full pivot of the Grad Cohort for Women to a virtual format with minimal lead time, ensuring the program continued without interruption to the community it served.

The most complex project I led was the launch of the CSGrad4US Mentoring Program — a new NSF-funded initiative designed to help early-career computing professionals return to graduate school to pursue a PhD. I built the participant experience and learning platform from scratch, managing vendor relationships, coordinating across internal teams, and driving adoption through training and onboarding. The program's first cohort was celebrated at the 2023 Grad Cohort for IDEALS Workshop in Honolulu — a milestone that marked its successful transition from development to delivery. CRA later received a $42.1M NSF award — the largest in the organization's history — to expand the program at scale.

Key results: Managed a $6M program portfolio across various programs · Grew participation 25% · Delivered 13 large-scale national events · Designed and launched CSGrad4US, including a new learning platform and full participant onboarding infrastructure · Led full virtual pivot of flagship event during COVID-19 · Mentored junior staff and built institutional knowledge to support team continuity

Strada's website had not kept pace with the organization's evolving brand and strategic direction. In mid-2024, I was added as co-project lead alongside the VP of Voice and External Engagement to drive a complete redesign—encompassing a full rebrand, content audit, and new web interface built in Webflow.

As the operational lead over an 11-month initiative, I coordinated across internal teams and an external design agency, managing timelines, dependencies, and stakeholder communications. I provided regular updates to the CCO and senior leadership, ensuring executive alignment throughout. In early 2025, I led training sessions, coordinated site access, and oversaw copy updates in direct collaboration with web developers as the project entered content migration and testing.

The website launched on schedule in March 2025. I then managed full project close-out, including archival transfers and post-launch revisions, through completion.

Key results: Co-led an 11-month, organization-wide web redesign · Delivered on-time and on-budget · Managed coordination between internal teams and external agency · Served as primary liaison to the CCO and senior stakeholders · Focus area pages received 75% increased activity within 6 months of launch

Strada's Strategic Communications team inherited the organization's corporate sponsorship program without an established process, evaluation criteria, or reporting infrastructure. Tasked with building this function from the ground up, I designed and implemented a comprehensive sponsorship management system that brought consistency, accountability, and strategic alignment to how the organization evaluated and processed requests.

Working in close collaboration with the CCO and grants management team, I developed a new intake workflow in Wrike routed through GivingData for CCO review. I established evaluation criteria that incorporated both mission alignment and DEI considerations—resulting in three sponsorships approved specifically to advance equity goals. I delivered mid-year and end-of-year reporting with ROI analysis, giving leadership clear visibility into how the $1M+ sponsorship budget was performing.

The system I built was the first of its kind at Strada. Beyond process design, it created a shared framework for why sponsorships are approved, what success looks like, and how the budget should be stewarded—laying the groundwork for continued improvements heading into 2025.

Key results: Designed and launched a first-of-its-kind sponsorship evaluation protocol · Managed $1M+ sponsorship portfolio · Delivered ROI analysis enabling data-driven budget decisions · Integrated DEI criteria into the review process

The State Opportunity Index (SOI) is one of Strada's highest-visibility annual initiatives—a data-driven framework that measures how well states are connecting education to employment outcomes. The 2025 SOI launch required coordinated event logistics, stakeholder engagement, and real-time execution across multiple simultaneous workstreams.

As project manager, I worked alongside senior leadership and the VP of Voice and External Engagement on agenda planning, speaker preparation, and web updates. I collaborated with the State Showcase lead on the design and facilitation of breakout sessions, and supported the events team with Cvent administration and onsite coordination. Throughout, I tracked all deliverables and deadlines across workstreams, ensuring nothing fell through the cracks under time-sensitive conditions.

The report and event launched successfully on schedule, deployed across digital/web, email and newsletter, organic and paid social, earned media and radio, in-person launch event and print channels. Managing across senior leaders, cross-functional collaborators, and vendor platforms while maintaining full project visibility was central to the outcome.

Key results: Served as project manager for a high-visibility national initiative · Coordinated event logistics, speaker prep, web updates, and stakeholder communications · Managed cross-functional execution under tight timelines · Delivered on schedule