Proven Track Record • Multi-Industry Executive Operator • Global Workforce Leader • ICF Certified Coach
Developing Leaders Today To Build The Future of Business Tomorrow
- Improved organizational change-readiness by 20% during active enterprise restructuring at Gen™ (500M+ users)
- Increased internal talent mobility by 18% through structured career pathways and capability mapping
- Launched AI-enabled mentorship platform improving employee engagement by up to 20%
- Managed $2M global L&D budget across 12 direct reports spanning multi-regional business
- Improved development outcomes by 20% through program redesign and governance refinement at Active Lotus
Hospitality
& Food & Beverage
Marketing
& Professional Services
Executive
Advisory & Coaching
Learning
& Organizational Development
Career Highlights
Well-rounded enterprise leader focused on developing leaders, strengthening workforce systems, and building the operational infrastructure required for the future of work. Moves when the next level of complexity is no longer available in the current seat, because growth is measured by impact, scale, and the capability we leave behind.
Global Cybersecurity
Workforce Capability
Enterprise Transformation
Core Skills
Executive Operations & Alignment
Cross-Functional Team Leadership
P&L Management & Budget Governance
Strategic Planning & Execution
Organizational Rhythm & Cadence
Workforce Capability & Talent Strategy
SOP Development & Process Design
Program Design & Governance
Executive Communications
Change Management
Stakeholder Management
Leadership Development
Budget Forecasting
Multi-Site Operations
500M+ users globally but no centralized, scalable learning infrastructure. Leadership needed someone to build world-class workforce capability from the ground up—spanning multiple regions, business units, and executive stakeholders—while simultaneously navigating a major company rebrand and organizational restructure.
Situation:
A $4B+ global cybersecurity company with a distributed, multi-regional workforce had no unified L&D function. Employees lacked structured career pathways, managers had no development framework, and there was no digital learning ecosystem to support a remote-first global team. The company was about to undergo a significant rebranding from NortonLifeLock to Gen™, adding organizational complexity to an already high-stakes build.
Results:
- Built a scalable infrastructure that served 500M+ users across multi-regional business units
- Measurable business impact: 18% increase in internal mobility, 20% improvement in engagement, 30% increase in adoption
- Promoted twice in under 3 years—from Head of L&D → Director → Head of Learning & Workforce Capability
- Legacy: The infrastructure continues to support Gen’s global workforce capability strategy today
Case Study
Building L&D Infrastructure From Zero [Dec 2020 – May 2024]
Task:
Design, build, and scale a world-class enterprise L&D infrastructure from zero—covering professional upskilling, leadership development, mentorship, and DEI-focused programming—while managing a $2M global budget and leading 12 direct reports through a period of active restructuring.
Key Actions Taken:
Year 1: Foundation & Architecture
- Designed comprehensive enterprise L&D program architecture across all business units
- Built 24/7 eLearning environment supporting career path planning and professional development
- Established Nvest Mentorship Program leveraging AI to strengthen employee networks
- Developed virtual Manager Bootcamps equipping leaders with high-performance team management skills
- Led cross-functional project committees driving talent initiatives from strategy to execution
Year 2: Scale & Strategic Elevation
- Launched AI-enabled mentorship platform improving engagement by 20%
- Increased internal talent mobility by 18% through structured career pathways
- Expanded program adoption by 30% through digital learning ecosystem
- Managed $2M global budget and 12 direct reports during enterprise restructuring
- Improved organizational change-readiness by 20% during transformation
Following the rebrand, the organization faced active enterprise restructuring while needing to maintain workforce readiness, executive alignment, and performance outcomes across a global, multi-regional team. Leadership needed a senior operational partner—not just an L&D head—who could navigate transformation without losing momentum.
Situation:
Project was undergoing a significant organizational modernization: new brand identity, restructured teams, shifting strategic priorities, and a workforce of thousands trying to stay productive through uncertainty. The risk was high—employee engagement could drop, leadership pipelines could stall, and performance outcomes could erode. I was elevated to Head of Learning & Workforce Capability to serve as a strategic partner to the executive team during this period.
Results:
- Improved organizational change-readiness by 20%—workforce navigated transformation without significant performance erosion
- Delivered measurable improvements in retention, engagement, and performance during active restructuring
- Maintained executive confidence through consistent, measurable delivery against strategic priorities
- Strengthened global leadership pipelines, ensuring continuity at the team level post-restructure
- Proven ability to operate as a strategic executive partner, not just a functional leader
Case Study
Leading Through Enterprise Transformation [Nov 2022 – May 2024]
Key Actions Taken:
- Partnered directly with C-suite and senior executives to align workforce capability with strategic growth priorities
- Directed enterprise learning and workforce strategy across multi-regional business units during active restructuring
- Designed and implemented change-readiness programs to keep the workforce anchored during transformation
- Strengthened leadership pipelines to ensure continuity of performance and accountability at all levels
- Expanded development pathways globally so employees saw a future inside the organization, not a reason to leave
- Delivered manager enablement programs to hold performance standards during organizational uncertainty
- Managed $2M global budget and 12 direct reports throughout the transition
Came into the position as VP of Operations with a mandate to bring operational discipline, consistency, and scalability to a franchise model with locations across multiple markets. The specific problem: growing a hospitality brand requires more than great product—it requires systems, rhythm, and people capable of delivering that product consistently at scale.
Situation:
A multi-unit hospitality franchise operating across diverse markets needed operational infrastructure to support growth, ensure brand consistency, and develop leaders capable of running high-performing locations. Without standardized systems and strong people development, growth risked outpacing the organization’s ability to deliver.
Results:
- Delivered measurable improvements in operational consistency and brand performance across locations
- Strengthened leadership bench through development frameworks that outlasted the engagement
- Built the organizational rhythm that allowed executive leaders to step into strategic priorities rather than operational fires
- Demonstrated cross-industry versatility: applied enterprise-grade operational discipline to a hospitality context
Case Study
Scaling Operations Across Multi-Site, Multi-Brand Environment
Task:
Build the operational framework, people systems, and leadership capability to scale the brand. Develop SOPs, training architecture, and performance standards that could be replicated across locations. Serve as the operational spine connecting franchise leadership to execution on the floor.
Key Actions Taken:
- Designed and implemented standardized operating procedures and training programs across multi-site locations
- Built leadership development frameworks equipping general managers and shift leaders to drive consistent performance
- Established operational cadences—rhythms, reporting structures, and accountability systems—that allowed the executive team to lead at scale
- Partnered with franchise owners and executive stakeholders to align field operations with brand strategy
- Managed multi-site P&L accountability and budget governance across locations
- Created people systems that strengthened internal mobility, retention, and leadership pipeline health
After 20+ years building organizational infrastructure inside enterprise environments, I identified a critical gap: emerging executives and mid-sized organizations need world-class operational and workforce capability support but don’t have access to it. The specific problem—leaders know they need to transform, but they lack the rhythm, alignment, and people systems to sustain performance through change.
Situation:
Mid-sized organizations and emerging executives often operate with big ambition and limited infrastructure. They hire for growth but don’t yet have the systems, cadences, or leadership capability architecture to deliver on it consistently. Enterprise consulting firms are out of reach. Internal HR teams are overwhelmed. The gap is real, and the cost—in turnover, misalignment, and stalled strategy—is measurable.
Results:
- Improved client development outcomes by 20% through program redesign and governance refinement
- Delivering enterprise-grade advisory to organizations previously priced out of that level of support
- Proof of concept: the same skills that scaled a 500M-user cybersecurity company apply to organizations at any stage
- Building a legacy of impact one client transformation at a time
- The portfolio continues to grow—this is the next level of complexity I was built to solve
Case Study
Launching Active Lotus — From Corporate to Advisory
Task:
Launch Active Lotus as an executive advisory and workforce capability platform that brings enterprise-grade thinking to organizations that need it most. Design scalable people and learning strategies. Build structured development architectures. Operate at the intersection of strategy and execution—translating organizational goals into people systems that sustain performance at scale.
Key Actions Taken:
- Built an executive advisory practice advising leaders on workforce readiness, leadership alignment, and adoption strategy during periods of change
- Designed and implemented scalable people and learning strategies aligned to modernization, growth, and transformation initiatives
- Developed enterprise talent frameworks strengthening internal mobility, retention, and leadership pipeline health for client organizations
- Built structured development architectures integrating digital learning tools and performance measurement
- Earned ICF Associate Certified Coach (ACC) credential to deepen coaching practice and executive leadership support
- Positioned at the intersection of strategy and execution—translating organizational goals into sustainable people systems
Education
Thunderbird School of Global Management
Master’s Degree, Applied Leadership and Management
Arizona State University
Bachelor’s Degree, Mass Communications/Media Studies
Scottsdale Community College
- Associate of Arts and Sciences, Design and Visual Communications
- Associate of Arts and Sciences, Accounting and Business Management
Community College of Allegheny County
Associate of Arts and Sciences, Computer & Information Science
McKinsey & Company
- Hispanic & Latino Executive Leadership Program.
eCornell
Psychology of Leadership
Cetification & Engagement
CF Associate Certified Coach (ACC)
Issued By: ICF (International Coaching Federation)
Credential Body: ICF Credentials and Standards
Relevance: Demonstrates professional coaching standards, ethical framework, and advanced facilitation competency for executive advisory work.
OpenSesame Off-Site Company Convention
Platform/Event: OpenSesame Learning & Development Panel, Phoenix, AZ
Topic: Learning & Development Strategy / Employee Engagement
Testimonials
What People Say
“Marie has a unique ability to create containers that are both thoughtfully structured and intentionally spacious. She plans with clarity and purpose, while also leaving room to flow, respond to the energy of the group, and adapt in real time to what’s needed.“
“Most talented person. Latest position is just another rise in an outstanding career progression. [TriWest/the organization] is fortunate to have her back in the fold.“
“I truly had the pleasure of working with Marie and she is about paying it forward for others, and has such a humbling approach to her leadership. She gives earnest feedback and will be invested in her team, as a servant leader that she is. At the end of the day, she gets things done above and beyond, and with a vision for the future and thinks about what’s next. She has been an incredible leader and mentor with fresh perspectives and always delivers great solutions.“
“I have worked with [Marie] for a number of years while she occupied various positions. Her sense of priority, her organization skills, and people skills have always been very keen and made her a valuable and enjoyable partner to work with. She will make an excellent addition to any team and will provide much more value than any job title encompasses.“