EXPERIENCE

?WHAT IF! INNOVATION | Jan 2012 to Present

Senior Creative Strategist

  • Designed a service strategy and suite of service experiences for a new hotel brand that will introduce a differentiated offering for the wellness-focused business traveler.
  • Designed and executed a pop-up innovation gallery space in under 10 hours for the top 200 executives of one of the largest consumer package goods companies in the world. 
  • Uncovered and articulated latent consumer needs to design a new, multi-cultural creative marketing strategy for the world's largest entertainment and amusement park company.
  • Designed and developed a new  educational experience and multi-platform knowledge sharing solution for general practitioners and endocrinologists who treat patients with diabetes.



MARRIOTT INTERNATIONAL | Aug 2006 to Jan 2012

Director of Insight, Strategy + Innovation

  • Led the design, strategy and launch of Marriott International's first enterprise-wide, innovation platform for global associates and owners. 
  • Led the strategy and experiential direction of a new generation of hotel guest room design for the portfolio's fastest growing mid-tier brand. 
  • Re-framed and created a new strategy for Marriott's global interior design group to facilitate a deeper, emotionally driven connection between artwork and its role within the total guest experience.  
  • Introduced and launched the company's first ventures into co-creation by curating a digital platform global projects to reinvent the future of hotel rooms and transformable restaurant concepts for the Asia region.​
  • Created the brand's first service-design strategy map to activate the critical design opportunities that existed between the consumer, employee, and supportive systems.

Sr. Manager, Marketing Strategy + Integration

  • Led creative direction for the company's first global portfolio brand promotion and drove record breaking revenue results from the offer.
  • Launched internal brand communications to promote new brand identity strategies of emerging select service brands.
  • Created a new system and process for developing the annual brand strategy plans and established supportive metrics to more effectively manage the performance of a brand throughout the fiscal year. 

Manager, Organizational Capability

  • Analyzed a matrix organization and designed a complete re-organization of the global brand and operations departments impacting over 200 employees.
  • Introduced a new, visual-storytelling methodology for executing change management communication materials and employee compliance.​
  • Launched a staffing model strategy and handbook for owners and franchisees to execute in-market.​


THE NIELSEN COMPANY | May 2004 to Jul 2006

Organizational and Service Design Consultant

  • Studied consumer and employee behavior to develop a new service design experiences that drove efficiencies from employees and satisfaction from consumers. 
  • Coached and developed three supervisors to earn performance based promotions in two discrete departments. 
  • Designed 10 new behavioral-based incentives that raised employee satisfaction survey results by 30%
  • Led the architecture of new organizational structures and compensation models to support desired employee behavior.

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EDUCATION

Doctor of Philosophy, Organizational Psychology 
​California School of Professional Psychology, Los Angeles, California
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​Master of Science, Organizational Psychology 
​California School of Professional Psychology, Los Angeles, California
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​Bachelor of Arts, Psychology
​University of Arizona, Tucson, Arizona


RESEARCH + TALKS

Resilient Design: An exploration of approaches and provocations to drive more impactful and resilient design solutions for select service and extended stay hotels.  Marriott International Owners and Franchisee Annual Conference, 2012.

Locus of Control within a Social Exchange Framework: An investigation of the moderating effects of locus of control on perceived organizational support and felt obligation. California School of Professional Psychology, Los Angeles c2005.


​The Value of Intrinsically Motivating Rewards vs. Extrinsically Motivating Rewards: An investigation of employee preference. California School of Professional Psychology, Los Angeles, 2002.

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