I like to break things.
Especially the ones everyone else has learned to live with.
Because "that's how we've always done it" has never been a good enough answer for me.
The story is already there.
It just needs someone willing to find it.
Where the movement stops
Maybe it's the way information moves.
Maybe it's a process everyone has learned to work around.
Maybe it's a story that's become harder to tell.
Maybe it's simply the feeling that things take more effort than they should.
Communication gets filtered. Decisions get made further from the work.
The people doing the work already know what's broken.
I go to the source. Always.
The Four Movements
The Four Movements
Movement 1: Discover
Before I recommend anything, I listen.
Every organization has a story.
I talk to the people doing the work. I ask questions. I observe. I look for what's been normalized, what's been overlooked, and what's quietly standing in the way.
Because the story is already there.
My job is to find it.
Movement 2: Map
Stories don't exist in isolation.
They move through people, processes, relationships, and decisions.
I trace how the work actually happens—not how it's supposed to happen. Where information stalls. Where workarounds begin. Where assumptions replace understanding.
That's where the architecture becomes visible.
Movement 3: Design
Once I understand the story and the system, I build the path forward.
Not from a template. Not from someone else's playbook.
From what's already working. From what's been overlooked.
From the strengths already inside your organization.
Whatever we build has to fit your people, your culture, and your reality.
Movement 4: Impact
Good ideas don't create change.
People do.
The work isn't finished when the recommendations are delivered. It's finished when people experience the difference.
That's how I measure impact.
Because impact isn't the end of the process.
It's proof that the movement is sustainable.
Proof of Movement
Proof of Movement
-
Workforce Transformation
Where Movement Stopped
The contingent workforce had grown to nearly 300 contractors, but there was no consistent process for reviewing tenure, identifying opportunities for conversion or offboarding, or managing purchase orders before they expired. Procurement, vendors, and business leaders were often left to reacting to problems instead of planning for them.
Contractor assignments ranged from a few months to more than seven years, with many averaging four to five years without formal review.
Managers did the best they could with the information they had, but without shared visibility or clear guardrails, workforce decisions happened one business unit at a time rather than as part of a coordinated program.
What I Discovered
The challenge wasn't hiring.
It was visibility.
Individual managers understood their own teams, but no one could see the workforce as a whole. Without consistent review cycles or centralized reporting, or a structured process for managing contractor purchase orders and extensions, it was difficult to make informed workforce decisions or proactively manage the program.
How We Moved Forward
I redesigned the contractor review process, introduced structured tenure assessments, built reporting that surfaced meaningful workforce data, integrated contractors into the organization's official system of record, and created a more disciplined approach to managing purchase orders and extensions.
The goal wasn't to reduce contractor headcount.
It was to create visibility, accountability, and confidence in workforce decisions.
The Impact
Reduced the contractor population from nearly 300 to fewer than 80
Created visibility across the contingent workforce
Improved oversight of contractor tenure, purchase orders, and renewals
Supported more strategic contractor conversions and offboarding decisions
Established a sustainable review process for ongoing workforce management
What Changed
Movement happened when workforce decisions shifted from assumptions to visibility.
-
Toshiba Insights
Where Movement Stopped
Community engagement often revolved around one-time events with little lasting impact. Career conversations typically began at the college level, leaving many high school students, especially Black students, without meaningful exposure to career possibilities much earlier in their journey.
What I Discovered
The opportunity wasn't another volunteer event.
It was a long-term partnership.
I wanted to create something that would outlast any single event, a signature initiative rooted in the community and supported across the business. That meant starting earlier, building trust over time, and creating multiple pathways for students to see themselves in careers they may never have considered.
How We Moved Forward
I created Toshiba Insights, a multi-tiered partnership with Hillside High School built around sustained engagement rather than isolated events.
The initiative combined quarterly career conversations, employee speakers from across the organization, on-site workplace experiences, a Summer Work Program, and an annual Back-to-School Drive that provided 75 fully stocked backpacks to students.
The strategy wasn't to involve one department.
It was to involve the entire organization.
The Impact
Established a long-term partnership with Hillside High School.
Connected students with professionals across engineering, marketing, HR, operations, and leadership.
Created multiple opportunities for students to explore careers through workplace experiences and summer employment.
Demonstrated how sustained engagement creates stronger community relationships than one-time events alone.
What Changed
Movement happened when community engagement became an ongoing commitment instead of a calendar event.
-
Community Partnerships
Where Movement Stopped
As a fairly new organization with a meaningful mission, the potential of community partnerships simply hadn't been considered. Opportunities existed across the community, but they weren't connected through a consistent outreach strategy.
What I Discovered
The challenge wasn't finding older adults to serve.
It was connecting with organizations that already had trusted relationships with them so we didn't have to reinvent the wheel.
Community impact grows when partnerships are intentional, mutually beneficial, and connected to a larger purpose.
How We Moved Forward
I developed a community engagement strategy that expanded partnerships across nonprofits, businesses, and local government. The work included building new relationships, developing volunteer opportunities, launching community events, securing in-kind donations, and creating programs that connected organizations around a shared mission.
The Impact
Increased community participation by more than 50%
Secured more than $5,000 in donated goods and services
Established partnerships with local businesses, nonprofits, and government agencies
Increased organizational visibility through community events and media coverage
Built a sustainable framework for ongoing community engagement
What Changed
Movement happened when community partnerships became a coordinated strategy instead of individual conversations.
-
HBCU Week
Where Movement Stopped
Recruiting efforts relied on traditional approaches and focused primarily on well-known STEM programs, but there wasn't a coordinated strategy for engaging HBCUs. That was especially significant in North Carolina, home to the second-largest concentration of HBCUs in the country. The opportunity to build meaningful relationships, increase brand awareness, and strengthen the talent pipeline simply wasn't being pursued.
What I Discovered
The challenge wasn't finding talented students.
It was creating meaningful access.
Instead of expecting students to find us, we needed to meet them where they were and create opportunities for genuine connection.
How We Moved Forward
I developed Toshiba's first HBCU Week initiative, bringing together multiple North Carolina HBCUs for an on-site recruiting and engagement experience. The strategy extended beyond recruitment by involving business leaders, employees, and the BLAAC ERG to showcase career pathways, company culture, and authentic conversations with students.
Throughout the week, we celebrated HBCU culture through alumni speaker panels, an HBCU Alumni Connection video featuring Toshiba employees, and an HBCU tailgate culminating in a live HBCU drumline performance.
The Impact
Brought together 10 North Carolina HBCUs for Toshiba's first HBCU Week.
Attendance grew from 27 participants in the inaugural year to approximately 70 the following year.
Contributed to successful hiring outcomes.
Established a repeatable framework for ongoing HBCU engagement and partnership.
Elevated awareness of HBCU culture and the value of HBCU talent across the organization.
What Changed
Movement happened when recruiting expanded beyond familiar pathways, creating new opportunities for students while broadening the organization's understanding of HBCU culture.
Working Together
Step 01 — Always First
Every engagement starts the same way — with a conversation. Because the best solutions begin with understanding what's really happening beneath the surface. No guesswork. No pressure. Just clarity.
Discovery
Free · 30–45 minutes
We talk. I listen. You tell me what's working, what isn't, and what you're trying to build. By the end of this conversation, we'll both know exactly where to start.
Step 02 — The Work
Story Session — $950
Finding the story underneath the work.
I talk to your people and find out what's really happening. You get an honest assessment and practical recommendations you can act on yourself.
Includes — Intake call + Stakeholder interviews + Insights summary + Recommendations
Systems Review — $2,500
Finding what's broken and building what works.
I go deeper. I map your processes, identify what's broken, and show you exactly what needs to change — and why.
Includes — Story Session + Process mapping + Gap analysis + Findings report
Impact Roadmap — $4,500
A practical action plan that aligns priorities, resources, and next steps.
The full plan. Prioritized, sequenced, and ready to execute. You walk away knowing exactly what to do next and in what order.
Includes — Story Session + Systems Review + Prioritization framework + Strategic recommendations
Beyond the Engagement
Speaking. Moderation. Strategic Conversations.
Whether it's a keynote, panel discussion, team conversation, or strategic planning session, I help people connect ideas, uncover opportunities, and move conversations forward.
Half Day · $1,000–$1,500
Full Day · $2,000–$3,500
Plus travel.