Stayton, Oregon, United States
I help large, long-standing organizations evolve, without losing sight of their mission, values, or the people they serve. Change rarely happens on a blank slate. It takes place within systems built over time: layered technology, entrenched processes, and workarounds that became the norm. The trick is integrating change into that reality so it delivers value in practice, whether redesigning a process or embedding AI into existing workflows. Without that, complexity builds, decisions slow, and even strong strategies struggle to take hold. Across my work, I focus on turning complexity into clarity and ideas into execution. I partner across divisions and teams to understand how work actually happens, align stakeholders around what matters, and design processes and AI solutions that are not only more efficient, but more human-centered. I serve as a strategy director at a not-for-profit insurance company, where I help translate emerging AI capabilities into real operational value. This work extends beyond the technology itself to the systems surrounding it: processes, learning experiences, governance, and how people adopt new ways of working. In parallel, I work with colleges and universities to map, analyze, and improve processes through hands-on workshops, trainings, and facilitation. My approach blends process mapping, human-centered design, and practical change management so teams leave with clarified processes and actionable improvements. Across both settings, I bring: • Deep experience navigating complex, regulated environments • A systems perspective that connects strategy, operations, and implementation • Practical, workshop-based approaches that engage the people closest to the work • Facilitation that draws out perspectives and builds shared understanding • A focus on making change usable, not just theoretical If you’re trying to make a complex process clearer, integrate AI into your organization in a way that actually sticks, or bridge the gap between strategy and execution, I’d love to connect and us learn from each other.
SAIF is a not‑for‑profit insurance carrier with a mission to serve Oregon. As AI Strategy Director, I lead SAIF’s enterprise AI strategy, partnering with executive leadership and teams across the organization to identify high‑value opportunities, guide responsible adoption, and turn ideas into real‑world impact. My focus is on aligning AI with business strategy to improve how we serve workers, policyholders, and our employees.
I supported senior leadership in the development, execution, and communication of the enterprise strategic vision and plan. As a strategic business partner, I advised on methods for strategic analysis and planning, conduct research to inform priorities, contribute external/market insights and perspectives, and facilitate the cohesion of strategic work across the organization. I also designed and delivered strategy-related training and education.
I help colleges and universities strengthen student experiences and organizational success by improving their processes. Most higher ed processes aren’t broken on purpose. They evolve over time: a new system here, a policy update there, a workaround that quietly becomes permanent. The result is complexity that slows teams down and creates friction for students, faculty, and staff. I partner with institutions to map, analyze, and improve their processes through hands-on workshops, trainings, and facilitation. Along the way, I fix broken processes, but I also build teams’ capacity to do this work themselves, so they leave with practical process improvement skills they can apply long after our project ends.
I led enterprise-wide digital transformation efforts using business process redesign and customer journey mapping. As part of the Business Architecture team in the information technology division, my team aimed to improve the digital experiences of students, faculty, and staff interacting with the university. In this work, I supervised a cross-functional team of four professional staff including both business and technical professionals.
I led a nimble team (myself and one employee) facilitating multiple concurrent process improvement efforts in a variety of areas ranging from IT security to human resources to student recruitment in support of university and division strategic plans.
I collaborated with units across the organization to manage a portfolio of technology, data, and constituent relationship management projects in support of student success and retention.
I managed long-term projects and change initiatives in a complex, public higher education environment, including enterprise-wide technology and process implementations. Our consortium of 11 public research universities collaborated on shared projects to help more students from all backgrounds graduate college. To support this work, I developed and oversaw project budgets totaling over $2 million including coordination of institutional, federal grant, and philanthropic funding. Utilizing process improvement and human-centered design methodologies, I operated as an internal consultant at the university to solve problems affecting the student experience and organizational effectiveness. I also planned events and workshops to train colleagues in these methods and facilitate collaboration between the 11 universities.
Over a three-year period, I facilitated improvement in the acceptance rate of Oregon State University undergraduates into pharmacy school from 58% to 86%. As an academic advisor, I utilized strong interpersonal communication skills to guide 350 undergraduate science students annually to develop customized educational plans, effectively navigate university systems, and achieve their goals of entering health care fields. I also coordinated a professional school recruitment event featuring representatives from over 60 health professions schools and attended by more than 500 students.