Human-Centered Leadership

⭐ Leading Through Massive Organizational Change

S

The COVID-19 Project program ended early, creating anxiety and uncertainty for my 50 person team.

T

I needed to stabilize the team, maintain performance during PPQ, and guide everyone through redeployment.

A

•         Led with calm, empathetic communication and held frequent touchpoints.

•         Prioritized clarity: who was going where, when, and why.

•         Partnered with HR and site leadership to secure new assignments.

•         Reinforced culture and morale through Tier meetings and recognition.

R

•         The entire team transitioned smoothly with no disruption to operations.

•         PSM delivered PPQ requirements successfully despite the uncertainty.

•         Leadership recognized my approach as a model for managing large‑scale change.

⭐ Leading the MRO Organization

S

The MRO function was fragmented across 3 areas with inconsistent processes and culture.

T

Unify the teams into a single MRO organization and establish a strong culture.

A

•         Reorganized the structure to bring 17–19 direct reports under one leadership model.

•         Implemented MRO Tier 1 to improve communication and visibility.

•         Led safety meetings, training, and culture‑building events.

•         Embedded Safe by Choice and improved hazard recognition.

R

•         Achieved 99–100% on‑time training across the team.

•         Improved reliability and customer service to maintenance partners.

•         Strengthened culture, engagement, and cross‑site collaboration.

⭐ Managing High‑Volume Hiring

S

A high-stakes project required rapid hiring of technicians and managers to support COVID‑19 vaccine manufacturing.

T

Support hiring, onboarding, and readiness of over 100 new team members.

A

•         Reviewed resumes, conducted interviews, and supported career fairs.

•         Onboarded new hires and ensured training alignment.

•         Coached interim leaders and strengthened team culture.

R

•         Successfully staffed the organization to meet production needs.

•         Many hires are still contributing across Merck today.

•         Recognized for leadership during a critical period.

⭐ Building High‑Performing Teams Across Multiple Sites

S

Across projects, global sites, and local teams, leadership faced ambiguity, turnover, and high operational demands.

T

Create stability, clarity, and a culture where people feel supported and empowered.

A

•         Lead with transparency, empathy, and consistent communication.

•         Use Tier systems, coaching, and recognition to build engagement.

•         Develop leaders through stretch roles, training, and feedback.

•         Model “people first, process second, performance always.”

R

•         Teams consistently delivered safe, compliant, high‑quality results.

•         Employees grew into new roles and expanded their capabilities.

•         Leadership repeatedly recognized my ability to build strong, resilient teams.