I've worked in the rooms
I now help you fix.

I started my career managing Class D airspace for the Federal Aviation Administration. The job was built entirely around split-second decisions, zero margin for error, and keeping complex systems running under pressure. I also independently designed and installed the facility's first ATC training simulator — my first taste of building something from scratch that others would depend on.

That experience planted something: a deep respect for operational reality and the people inside systems, not just the systems themselves.

I went back to graduate school to put a scientific framework around what I'd learned operationally. Coursework in job analysis, performance measurement, advanced statistics, personnel selection, and organizational diagnostics gave me the vocabulary and methodology to explain — and fix — what I'd been observing for years.

Internship: USAID Acquisition Office — designed and analyzed engagement surveys for overseas Foreign Service officers; presented findings to the Nation of Mozambique via U.S. Embassy.

As the sole HR & Safety leader at a 75-person food-grade manufacturing facility, I inherited a broken system: 40% annual turnover, no engagement infrastructure, and inconsistent leadership. I cut turnover to under 20%, built the plant’s first engagement survey program, and passed two external compliance audits with zero findings.

I then joined a 4-person I-O psychology team at the State of South Dakota, running organizational audits across 25 agencies and 8,500+ employees and advising the Governor’s office on workforce strategy.

Led HR for a recently acquired, 24/6 multi-union facility in full turnaround. Inherited 75+ open grievances, fractured labor relations, and high turnover. Resolved every grievance with zero arbitrations, rebuilt trust with the unions, and cut plant turnover 15% through structured culture and leadership work. Also eliminated $120k/year in redundant external consulting spend by rebuilding internal capability.

This is where it became clear: I wasn’t just doing HR. I was diagnosing and rebuilding broken workforce systems from the inside.

Now I bring everything together as an independent consultant. Via Toptal, I partnered with a Fortune 500 consulting firm's Chief Product Officer to build Qualtrics analytics products — one of which sold for over $1 million. I co-led post-M&A standardization of job architectures and HR workflows across 19 manufacturing plants. And through my own practice, I work directly with leadership teams on the full range of people strategy challenges.