Stacy served as a Change Manager and Coach covering North America for one of Europe’s largest passenger airline groups where she led the integration of change management and organizational development activities into cross functional program plans with 2 year road map strategies. This effort required bringing together diverse French, Dutch and North American cultures as well as contending with diverse backgrounds, operational constraints or regulations across different business domains.

As a successful implementer of strategies effecting change, Stacy prioritized introducing an agile mindset and demonstrating practices for global stakeholders to realize the benefits of these programs in a change management context. She individually assessed and coached more than 25 team leaders across 3 regional areas and central teams to identify results themselves and uncover where portions of project benefits depended on adoption and usage. To remove silos, she incorporated group coaching sessions every 6 weeks for decentralized stakeholders to differentiate and adapt to each domain’s specifications and context. As a result, it was easier to identify potential issues that could arise in programs and have a plan in place to reduce their impact if they occurred. She determined how to alter the behavioral culture of operations in NAM leading to management of these linked programs to maximize efficiency and achieve program goals that required the projects to be performed simultaneously. Within the first year, adoption of 2 programs were successful across 75% of the passenger services division and 100% of the commercial division. Within the second year, 2 additional programs were added and the targeted audience extended to the cargo division and beyond NAM to the Americas for over 1000 colleagues.

Stacy served as a Program Manager Lead where she worked closely with program sponsors and cross-functional teams across North America and Europe to shape the planning, direction and execution of programs that included linked initiatives in customer experience, employee experience, DEIB (diversity, equity, inclusion and belonging) and sustainability. She guided the roll-out and provided clear processes to enable empowerment for innovation, gather real-time feedback from decision makers, and achieve quick adaptation for delivery of change.

Stacy built SharePoint team sites to advance roadmap strategies and short-term project sprints. She utilized this critical web component to realize real-time program governance, not only to maintain an audit trail for evaluation when rollbacks become necessary, but also to ensure faster cycles of regulatory compliance with internal and external controls.

Sustainability Introducing SharePoint was very effective in collaborating with legislative bodies in Europe and the United States on the roll out of sustainability trials. Within a year, in cooperation with regulators, Stacy helped steer transatlantic recycling trials for 2 locations in the US and Europe, and move the line on stagnated government regulations regarding international waste recycling and reuse.

Customer Experience/Employee Experience With leaders, Stacy utilized Gantt charts to break down programs into phases and projects down to the task level. She incorporated a program ambassador network, including 40 project coordinators to advocate change locally throughout North America. She automated time-consuming administrative tasks using project management software tools leaving ambassadors free to focus time and energy on more nuanced tasks. In collaboration with CX teams, customer-facing groups included feedback from clients and customers in their assessments. Delivering more-immediate feedback throughout the year, teams became nimbler creating incremental increases in NPS scores for 50% of stations in North America. Hybrid customer experience and employee experience NPS scores were over 80% indicating a high shift in adoption of change programs.

Stacy performed as a HR/L&D Program Manager & Coach where she worked with leaders in the airline industry on new customer approach and technology adoption programs to understand the launch process and to assess human resources needs. All levels of staff needed to unlearn what they assumed to be previously true, and acquire new skills. Stacy prioritized the speed of responsiveness and adaptiveness within the HR function to support a mix of learning strategies and fundamental shifts in management mindset to equip and empower employees.

Invested heavily in training middle management and leadership on how to align employees’ career aspirations with business needs and learning and development plans, Stacy had to institute a significant cultural change. She concentrated on complex team dynamics and capabilities. She customized 360 feedback and EQ (emotional intelligence) assessments for managers and held group retrospective feedback sessions after each iteration. In North America, she delivered to over 700 participants the first training to be given consistently on all 3 levels of the organization, including management, frontline teams and external partners to adopt a new way of working. Over 80% gave testimonials that they immediately applied cultivated skills successfully.

Stacy built and facilitated a learning path consisting of in-person learning modules, followed by webinars for multidirectional feedback and virtual learning sprints. She reverse engineered L&D from business goals and employee curated learning playlists in the LMS, presenting a new approach to data analysis for identifying competencies required for specific positions and further advancement. She further assisted with implementation of a LMS interface and new performance management technology building a more effective and useful review process followed by position audits.

Management loosened their grip on decision making as they developed a better understanding of who their teams were, how those human resources matched business needs and became better at identifying opportunities for their staff to adopt new approaches and advance. With timely pulse checks, senior leaders were able to gather real-time data on how new initiatives were being experienced on the ground. They could get important ideas into the hands of learners quickly and scale learning across the organization for fast adoption. Employee sourced learning fostered current focus on ever-improving better practice, rather than antiquated "best practice.” Stacy promoted employees’ capabilities and relationships with managers to increase engagement and help the company innovate and move faster.

Stacy participated in a turnaround project for a nationally chartered community bank under the observation of the Office of the Comptroller of the Currency. The success of this project hinged on her establishing credibility and trust of the OCC and stakeholders to effectively change the bank culture, add efficiency to layered work streams, increase profitability, and transition the bank to merger status within a strict deadline. Partnering directly with compliance, operations and technology leaders, she analyzed risks of fraud, non-compliance and quality control gaps to identify opportunities to remediate violations in the lending process and focus on areas of the bank which could be made most profitable.

Within a year, her efforts resulted in an automated loan workflow, training, and sales process interfaced with an internet banking lead generation platform. This action, focused on the mortgage lending division, increased the loan closing rate from 11 in 30 days to over 200 in 7-14 days. Stacy went further to complete a mortgage lending interface online that generated $50M in monthly closings to allow for a bank merger. She accomplished the removal of the consent order with a full bank turnaround including unexpected increases in efficiency and profitability. Subsequently, this design earned recognition by 3 Fortune 100 financial companies for proprietary technology automating bank- and quality-control-regulated policies/procedures, online lead sourcing, and front-end CRM.

Stacy served as Project Manager for a global Talent Strategy and Recruitment organization where she provided a business analysis of one of their local offices to design and implement a new product development plan. Her goal was to develop a creative solution to combat the disruption of recruitment firms from emerging candidate sourcing technology.

Interviewing a diverse group of stakeholders who touched the recruitment process, Stacy identified the business needs and determined the solutions to their main business problems resided within addressing a breakdown between their technology and business development capabilities. She then presented an affiliate marketing plan including publishers, recruiters, and clients and provided a needs assessment for the technology platform required to support the implementation of a competitive marketing product. Stacy led a collaborative RFP and vendor selection process prioritizing the most immediate path to increased client engagement. Upon selection, she managed resources, schedules, budget, testing, and the execution of a new recruitment technology. She achieved the delivery of a workflow/lead generation interface and an affiliate marketing partnership platform. Within a year, through cultivation of relationships between recruiters and industry publishers, Stacy contributed to building a niche job board that launched with a 30K applicant/corporate client database. Publishers’ advertising networks made it easier to establish additional product offerings, providing access to job-specific training programs and equitable career development support with increased avenues to professional mobility. She not only introduced competitive candidate sourcing advantages for the recruitment office, she established a new compensation model for all stakeholders that was adopted by other offices in the network.