People stay where they feel seen, supported, and safe.
I'm an HR leader with a master's in industrial-organizational psychology and a decade of combined experience in HR leadership and applied research. I lead people experience strategy at HeartShare Human Services of New York, a large multi-site organization with a frontline-heavy workforce. There I build partnerships from the C-suite to frontline supervisors, advise the CEO and COO on workforce risk, and turn stay, exit and engagement data into retention strategy.
I started in research. At the University of Nevada, Reno, I led most participant recruitment and interviews for a published social network study on health outcomes in underserved communities. That work taught me to let evidence lead, and I went on to earn my M.S. in Industrial-Organizational Psychology with distinction.
At HeartShare, I started as an onboarding specialist leading the organization-wide Paycom HRIS rollout. As Employee Engagement Manager, I cut voluntary attrition 9% (about $250K in annual savings), built the pulse-survey system, and launched the organization's first ERGs and inclusive-leadership training. As Director of Employee Experience & Safety, I also led workplace safety, fleet safety and compliance. Since July 2026 I've been Director, People Experience & Culture, leading a team and reporting to the VP of Talent, People Experience & HR Compliance.
Outside my day job, I served as Communications Chair and board member for Blacks in I/O Psychology.
How I work
Partnership first: from the CEO and COO to frontline supervisors, I build the relationships that turn people strategy into something leaders own.
Evidence first: listen through stay, exit and engagement data before designing a fix.
Managers matter most: exit data keeps pointing to management quality, so I equip supervisors with retention and recognition skills.
Every day, not once a year: recognition, growth and communication work best as habits, not events.
Safe and supported belong together: psychological and physical safety are part of the same employee experience.
My method
Measure: What are people experiencing? Validated stay, engagement and psychological-safety surveys, benchmarks, and HRIS and claims data. Deliverable: a baseline scorecard.
Diagnose: What is driving it? Stay and exit themes coded into risk categories, with driver analysis by department, role and tenure. Deliverable: a quarterly people-risk review.
Design: What will move the number? Targeted retention plans, manager effectiveness, recognition and career pathways, built with the leaders who will own them. Deliverable: a phased roadmap with KPIs.
Brief: Is it working? KPI dashboards, quarterly executive briefings and early-tenure attrition flags. Deliverable: an executive briefing.
Each brief feeds the next measurement cycle: a quarterly loop, not a one-time project.
Education and credentials
M.S., Industrial-Organizational Psychology, Capella University (Distinction)
B.S., Business Marketing, University of Nevada, Reno
30-Hour OSHA · OSHA Safety Standards & Compliance · Mental Health First Aid · SHRM-CP (in progress)
Member, SIOP and Psi Chi