Organizational Development & Change Management:
Aligning People, Process & Purpose
Behind every successful change is a strategy rooted in trust. My work in organizational development and change management centers on helping people navigate complexity with clarity, empathy, and momentum. From federal workforce planning to internal process overhauls, I use facilitation, research, and learning design to align teams around a shared vision—and make it stick.
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Whether rolling out new systems, redefining career pathways, or translating strategy into action, I work across silos to ensure that change feels not just manageable, but meaningful. Through models like ADKAR, Kotter, and human-centered design, I help teams embrace transition while honoring culture, building readiness, and reducing resistance.
01
Career Path Clarity
Partnered with the National Labor Relations Board to develop role clarity, competency models, and promotional pathways across the agency.
02
Mentoring Circles Program
Managed the annual mentoring program for 60+ employees—designing structure, content, and delivery to support career growth and cross-team connection.
03
Internal Change Strategy
Led internal change initiatives from LMS transitions to selection committee SOPs—designing tools, training, and comms that reduced friction and aligned operations with equity and business goals.
Career Path Clarity
I supported the National Labor Relations Board (NLRB) in a workforce planning engagement focused on building role clarity and promotional structure across its offices. I facilitated stakeholder sessions, designed documentation, and developed employee-facing guides..
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See more about this work in the impact report linked below. To navigate to the right section, follow "Developing Tomorrow's Federal Workforce".
Actions Taken
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Conducted focus groups and interviews with federal staff and leaders
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Developed behavioral and technical competency models mapped to roles and GS levels
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Created progression guides and restructured role descriptions
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Supported strategic rollout materials and document handoff to HR teams
Tools Used
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MS Office (Excel, Word, PPT, Visio)
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Qualtrics
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Adobe Acrobat
Methods Employed
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Research synthesis & scale validation
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Instructional design adaptation for product frameworks
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Stakeholder facilitation & business case messaging
Impacts & Key Outcomes
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Established new proposal-ready product within team
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Increased internal leadership knowledge of employee skill gaps and adaptability
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Sparked follow-on consulting engagements focused on reskilling and upskilling
Mentoring Circles Program Management
I revised and led Fors Marsh’s annual Mentoring Circles program, which connected mentees with two mentors from different teams to foster growth, visibility, and belonging. I coordinated the program end-to-end—from content to facilitator materials to measurement.
Actions Taken
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Designed annual curriculum themes (e.g., career branding, communication, business development)
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Managed matching process across 60+ participants (6–8 mentees per circle, with 2 mentors)
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Created content guides, meeting resources, and feedback loops
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Used external resources (e.g., HBR, TEDx) to enrich internal dialogue
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Coordinated stakeholder reviews using MS Project to refine structure and delivery
Tools Used
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MS Office (Excel, Word, PPT, Visio)
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MS Teams, Zoom
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Canva
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Adobe Acrobat
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MS Project
Methods Employed
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Adult learning theory and peer mentorship design
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Feedback loop integration and iteration
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Cross-functional stakeholder coordination
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Inclusive communication and psychological safety practices
Impacts & Key Outcomes
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Built sustainable mentoring infrastructure that strengthened internal networks
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Increased cross-team relationships and visibility across functions
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Received consistently high feedback from mentors and mentees on value and clarity
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Embedded mentorship as a cultural norm, not a one-off event
Internal Change Strategy
Internally at Fors Marsh, I supported and led change initiatives across departments, helping align systems, processes, and cultural programming with business needs and employee experience. From evaluating and adopting a new LMS to redesigning DEIA delivery and talent workflows, I ensured change wasn’t just implemented—it was embraced.
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Click below to see change communication frameworks I made into a job aide for me and others to follow or use as a microlearning when in need of change comms tips.
Actions Taken
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Co-developed new SOPs and guides for hiring, selection committees, and OFCCP compliance
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Led communications and adoption strategy for the transition from Cornerstone to LearnUpon LMS, including stakeholder briefings, training, and content migration
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Supported rollout and programming for new leadership development pathways
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Guided the evolution of DEIA efforts from event-based to embedded, including knowledge sharing, ongoing training, and committee structure
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Facilitated cross-functional alignment between HR, L&D, Operations, and senior leadership
Tools Used
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SharePoint, CultureAmp,
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MS Teams, Outlook
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LearnUpon, Cornerstone,
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Miro
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Adopbe Acrobat Pro, Canva
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Excel, PowerPoint
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Internal SOP templates
Methods Employed
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Kotter’s 8-Step Change Model to guide rollout structure and stakeholder buy-in
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ADKAR framework to identify and reduce resistance during system and program changes
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Human-Centered Design for gathering feedback and iterating comms and support
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Process mapping for new tools, workflows, and communication timing
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Change calendar and milestone planning for LMS and leadership program integration
Impacts & Key Outcomes
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Reduced change fatigue during platform transitions by planning messaging, documentation, and support touchpoints
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Built repeatable change comms frameworks adopted across other internal initiatives
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Enabled stronger interdepartmental alignment, especially across HR, tech, and executive teams
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Increased LMS engagement and manager satisfaction through clearer support, better UX, and alignment to learning needs
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Shifted DEIA efforts from reactive programming to a strategic, ongoing learning strategy