The Journey
A career rarely makes sense while you’re living it.
Here’s mine, with the benefit of hindsight — and significantly better typography. Move at your own pace. Ask the questions that matter to you.
December 2024 – July 2026
Senior Manager, Talent & Performance Management
AdventHealth · Altamonte Springs, FL — Hybrid
The question
“What does enterprise talent work look like at healthcare scale?”
AdventHealth moved the work from global scale to system scale. The question was no longer whether we could launch a talent process. It was whether the process would help 110,000 people and their leaders make better decisions — and whether we could tell the difference.
What I walked into
A 110,000+ team-member health system spanning more than 70 facilities in nine states, with governance over succession planning for more than 500 mission-critical roles.
What I changed or built
A tighter succession picture for the executive population, an enterprise performance rhythm that could actually be executed, and Workday-based learning resources that helped the whole thing land.
What the numbers say
- Succession coverage: 84% → 92%
- Succession execution: +12%
- Readiness profiles for C-suite talent decisions
- Enterprise performance programs: ~86,000 development conversations
- Workday performance-learning engagement: +43%
Why the chapter changed
This chapter concluded in July 2026.
What I learned
Talent programs are not successful because people complete them. They are successful when the organization becomes more capable as a result.
What I carried into the next role
Executive partnership, enterprise governance, leadership-bench strategy, performance enablement, and a clearer philosophy of organizational capability.
October 2021 – July 2024
Program Manager, Talent Mobility
Uber · Remote
The question
“What did you actually run at Uber?”
Uber taught me that scale is not doing more work faster. It is designing clearer systems so the work can move without depending on someone becoming a hero every Tuesday.
What I walked into
Global talent-mobility and internal-mobility programs across Gigs, internal transfers, relocation, immigration, and related programs — plus a diverse global team of remote Talent Mobility Coordinators.
What I changed or built
Cleaner processes, clearer manager tooling, and a mobility experience that felt less like paperwork and more like a real career move.
What the numbers say
- Increased Gigs engagement by 63%
- Supported a 33% internal-fill rate
- Re-engineered five processes; reduced workload ~40%
- ~$130K in savings
- Facilitated training for 500+ leaders
- Reduced calibration time by 25%
Why the chapter changed
My role concluded in July 2024 during an organizational reduction, after the team had been significantly streamlined through automation and AI.
What I learned
Simplification is strategic work. Automation is most valuable when it creates more room for judgment, relationships, and higher-value decisions.
What I carried into the next role
Enterprise program design, measurable simplification, global-team leadership, and practical AI and automation experience.
April 2021 – October 2021
Talent Mobility Lead
Electronic Arts · Remote
The question
“What changed when you moved from global mobility to talent mobility?”
At EA, I made the leap from global mobility to talent mobility. The question changed from “How do we move this employee?” to “How do we make opportunity visible enough for people to move themselves?” That was the question I wanted to keep following.
What I walked into
Work to increase visibility and access to internal opportunities, dynamic career journeys, and development across EA — plus employee engagement and culture change through storytelling and advocacy.
What I changed or built
Early language and internal advocacy for making opportunity easier to see and easier to act on.
Why the chapter changed
Joined Uber to build and scale a broader global talent-mobility portfolio.
What I learned
Opportunity does not move simply because a program exists. People need visibility, manager support, clear rules, and a reason to trust the system.
What I carried into the next role
Internal-mobility strategy, culture-change storytelling, and a sharper point of view about access to opportunity.
April 2017 – April 2021
Global Mobility — four-role internal progression
Siemens · Orlando, FL → Asia-Pacific
The question
“What did going global actually teach you?”
Siemens is where my career went global. I entered through business-travel compliance and kept following larger questions — first how to move someone safely, then how to improve the system, and eventually how to lead the regional relationship.
Four internal roles
Business Travel Consultant
April 2017 – September 2017 · Orlando, Florida
Advised employees traveling internationally on internal policy, immigration, income taxation, work permits, and foreign compliance requirements. Developed and streamlined procedures.
Global Mobility Specialist
September 2017 – August 2018 · Greater Orlando, Florida
Supported short- and long-term U.S. delegations, immigration, taxation, payroll inputs, and risk evaluation.
- Reduced U.S. work-visa processing time by 20%
- Developed a curriculum that reduced onboarding time by 50%
Global Mobility Consultant
August 2018 – January 2020 · Orlando, Florida
Managed global-mobility projects from inception through delivery and advised HR partners on immigration, tax, compensation, allowances, and the expatriate lifecycle. Improved consultant effectiveness through training and helped define new Global Mobility Management regions and locations.
Mobility Regional Account Manager, APAC
December 2019 – April 2021 · Asia-Pacific
Served as the strategic Global Mobility Management partner for country Heads of HR across Asia-Pacific. Led a high-performing global support team spanning six countries and supported management-development topics, HR transformation, and regional stakeholder strategy.
Why the chapter changed
I wanted to expand from moving people across borders to helping people move toward careers and opportunities within an organization.
What I learned
A global strategy only becomes real when it works in the local human context.
What I carried into the next role
Global perspective, cross-cultural influence, operational depth, process design, and the ability to translate complex rules into practical decisions.
February 2016 – April 2017
Recruiter
Aerotek · Greater Orlando, Florida
The question
“What did recruiting teach you that stuck?”
Recruiting gave me a front-row seat to how personal a business decision can feel. To the organization, it is a requisition. To the person, it may change the direction of their life.
What I walked into
Full-cycle recruiting, candidate assessments, interviews, onsite employee-performance conversations, feedback, and three major client accounts.
What I changed or built
Habits — mostly. Listening carefully, writing clearly, being useful to hiring managers, and treating every candidate like the person on the other end of the process.
Why the chapter changed
Moved to Siemens to expand from recruiting into global mobility and cross-border HR.
What I learned
Trust and clear expectations matter on both sides of a talent decision.
What I carried into the next role
A practical understanding of how talent systems feel to the person living inside them.
June 2015 – November 2015
Economic Development Fellow
Raks Thai Foundation / CARE Thailand · Mae Chaem, Chiang Mai, Thailand
The question
“How did you actually end up in this work?”
My career did not begin in a corporate talent function. It began in northern Thailand, where I learned that a clever solution is not necessarily a useful one. You have to listen long enough for the community to help shape it.
What I walked into
Village leaders, government agencies, and local communities working through how to build sustainable alternative-revenue programs around real needs, culture, skills, resources, and market realities.
What I changed or built
Support for community-designed livelihood work, plus education and public-health efforts — including mosquito-control work connected to dengue and malaria prevention.
Why the chapter changed
This was a six-month economic-development fellowship. When it concluded, I returned to Orlando and began building my career in talent and people work.
What I learned
Sustainable change is built with people, not delivered to them.
What I carried into the next role
Cultural humility, relationship building, and designing around the lived reality of the people affected.
January 2024 – Present
Board Member, Entrepreneurship
ALPFA Orlando · Orlando, Florida
Community & ConsultingCurrentThe question
“Why board service, and why entrepreneurship?”
ALPFA lets me work on capability at the community level. Sometimes access is knowledge. Sometimes it is capital. Very often, it is the right relationship at the right moment.
What I walked into
A chapter with real ambition to connect founders, investors, and professionals across Central Florida — and to expand access for the Latino professional community.
What I changed or built
Strategic oversight of the Entrepreneurship portfolio, initiatives that connect founders and investors, and advisement on sponsorship growth, community partnerships, and chapter sustainability.
What I learned
Access, relationships, and entrepreneurship can meaningfully expand what people believe is possible.
What I carried into the next role
Board leadership, partnership development, community strategy, sponsorship growth, and Latino-leadership advocacy — in service of ALPFA's mission to develop Latino leaders.
March 2024 – January 2026
Organizational Development Consultant
UpskillHR · Remote · Freelance
Community & ConsultingThe question
“What did the consulting chapter give you?”
UpskillHR gave me a place to experiment, challenge traditional HR habits, and translate enterprise ideas into solutions that smaller organizations could actually use. Or, as the original brand put it, make HR less “blah” and more “boom.” Subtlety was clearly not the brief.
What I walked into
Organizations looking for practical guidance on talent management, internal mobility, employee engagement, and organizational development.
What I changed or built
Advisory work designed to make HR more practical, modern, and useful — without the instruction manual and support group.
Why the chapter changed
This consulting chapter concluded as my enterprise and community responsibilities expanded.
What I learned
Small organizations don't need smaller thinking — they need enterprise ideas translated honestly.
What I carried into the next role
Entrepreneurial thinking, consulting discipline, and a bias toward solutions people can understand on their own.
What's next
What's next.
Every chapter has moved me closer to the same work: connecting people, strategy, and systems so capability can grow. I'm looking for the next place where that combination genuinely matters — somewhere I can help leaders see the system, make it simpler, and build something people can actually use.