At a Glance
Key Results
- AlignedClear alignment on strategic goals across all departments
- RallyingPlaybooks became a rallying point for meetings and onboarding
- CultureEstablished ownership and momentum around big-picture goals
The Challenge
Both Duly Health and ChenMed were experiencing organizational misalignment. Strategic priorities from executive leadership weren’t clearly understood – or operationalized – by teams across the organization. In both roles, I stepped in under new leadership and quickly identified a need for structure, clarity, and cultural alignment around strategy.
Alongside others, I made it my mission to build a shared roadmap – one that connected ambitious enterprise goals to everyday work across functions.
The Approach
As Director of Strategic Initiatives, I served as a connector between executive leaders and front-line teams, turning scattered plans into unified, actionable roadmaps. I introduced a new model of strategic planning rooted in Objectives and Key Results (OKRs).
Strategic Playbook
Communicated company priorities clearly and visually.
Growth Focus Areas
Department-specific playbooks to cascade strategy in a relevant way.
Review System
Monthly and quarterly reviews for tracking and discussing progress.
Communication
Made strategy digestible and energizing through internal comms.
My Signature Move
I brought my signature mix of energy, clarity, and design thinking to what could’ve been a dry planning process. My special sauce was translating vision into behavior, connecting every team to something bigger, and making it feel like our plan – not theirs.