I Fix the Gap Between Strategy and Adoption

The Story

An associate had spent 27 years processing distributions. When TIAA announced office closures affecting 1,000+ associates, she was terrified. She couldn't see how to talk about her experience in a way another employer would value.

In one of my CareerSpark sessions, we used AI prompts to break down what it takes to be good at her job. The output wasn't one task. It was dozens of skills: problem solving, client relationship management, attention to detail, working under pressure, handling complexity, meeting deadlines, advocating for customers.

Watching that list appear, I could see the weight lift from her shoulders. She realized she had far more to offer than a job title suggested. That transformation is what CareerSpark enables at scale.

The Challenge

TIAA's 16,000+ associates faced: two major office closures affecting 1,000+ people with 15-27 years in the same role, limited visibility into transferable skills, and development plans that felt like guesswork. Meanwhile, AI tools were being rolled out, but training was highly technical and most associates didn't see AI as "for people like them."

How do we help thousands of people facing uncertainty see their own value clearly, chart a path forward, and learn to use AI in a way that feels relevant and empowering?

The Insight

Instead of teaching AI through abstract business cases, I taught AI through the one subject every associate is already an expert in: themselves.

Use AI as a guided mirror to help people see the skills they already have, explore where those skills could take them next, and build language and artifacts (resumes, profiles, plans) that tell their story.

The Solution

I conceived and designed CareerSpark as an AI-enabled career development journey built around 9 integrated modules covering career values, self-assessment, upskilling, personal branding, resume writing, LinkedIn optimization, job search strategy, applications, and interview preparation.

The 9 modules:

1. Career Values & Purpose: Define your "why" to guide your "what's next."
2. Self-Assessment & Career Exploration: Uncover your strengths, values, and future possibilities.
3. Upskilling & Reskilling: Target skills gaps and build the capabilities your next role requires.
4. Personal Branding: Let your strengths speak before you say a word.
5. Resume Writing & Editing: Translate your experience into a resume that reflects who you are and where you're going.
6. LinkedIn Use & Profile Enhancement: Make your digital presence as strong as your real-world value.
7. Job Search Strategy: Turn hope into a system with structure and focus.
8. Job Application Process: Apply with intention, track with precision, and follow through.
9. Interview Preparation: Show up prepared, practiced, and ready to turn conversation into connection.

How each module works:

• Do it: step-by-step guidance with tailored AI prompts
• See it: example outputs from someone like you
• Improve it: guidance that AI is a conversation, not a search box
• Deepen it: "super prompting" for richer, more nuanced back-and-forth
• Share it: how to turn what you've learned into development plans, resumes, profiles, and conversations

The ecosystem includes: Resources on ATS and keywords, tracking tools for job searches, a Manager Guide built with Amazon Q in 1 week compared to months for a traditional team, and a CareerSpark AI Agent that guides associates conversationally through career exploration. A Resume Builder that dynamically generates tailored resumes is in development.

CareerSpark wasn't built by a development team. It was built by one person who knows how to orchestrate AI tools to make ideas real.

Multi-tool approach: I used ChatGPT, Gemini, Perplexity, and TIAA's internal AI platforms, selecting each for what it does best. I'm not loyal to one tool; I'm loyal to the outcome. Curriculum design, prompt engineering, content writing, module sequencing, and instructional review all happened through deliberate AI collaboration, not blind automation.

Where vibe coding began: Building CareerSpark is where I first learned to vibe code — describing what I needed in plain language and letting AI tools do the heavy lifting. No traditional development background required. Just a clear vision, the right prompts, and a willingness to iterate. When I started working with agentic tools like Amazon Q, vibe coding took on new meaning. Instead of responding to prompts, the AI began taking autonomous actions, executing multi-step tasks, and delivering outcomes I directed rather than coded. That shift changed what was possible.

Manager Guide, built with Amazon Q in 1 week: I identified the need for a companion Manager Guide and built it with Amazon Q in one week. Work that would have taken months by traditional methods. That's what AI orchestration looks like in practice.

CareerSpark AI Agent: An in-development conversational agent that will guide associates through career exploration dynamically, adapting prompts and recommendations in real time based on their goals and situation.

The bottom line: I didn't just teach people how to use AI. I used AI to build the program that taught them. There's a difference between someone who advises on AI and someone who builds with it every day. This is the latter.

Impact

Scale: 16,000+ associates now have access. 1,000+ directly affected by office closures have a structured path forward. 1,500+ engaged through live sessions. Integrated into TIAA University as core career development experience.

Transformation: Associates who once "shot in the dark" on development plans now identify realistic future directions, see and name their transferable skills, and map skills required for where they want to go. Long-tenured associates report feeling more confident telling their story to other employers.

Recognition: Values Champion, "Face of TIAA Values" VIP honors, all connected to this work.

Adoption Strategy

How I drove adoption:

• Ran webinars, workshops, and roadshows that reached more than 1,500 associates directly
• Joined team meetings to reduce anxiety and show, in real time, how CareerSpark could help
• Framed AI as a tool to discover and express their value, not as a threat or purely technical feature
• Equipped managers to use CareerSpark as a coaching tool rather than a compliance requirement

Many associates arrived at sessions skeptical or nervous. After seeing their own skills and stories reflected back through AI, they left more confident, more hopeful, and eager to keep going.

The Challenge

When TIAA called 3,000+ associates back to office in January 2022, the initiative launched multi-million dollar modernization projects across six locations. But modernization brought hard choices: associates would lose assigned seats, embrace hoteling models, and see their personal workspace "homes away from home" redesigned without their input. Eighteen months of remote work had severed the connection to physical spaces.

How do you lead people through multiple unwanted changes simultaneously (modernization, seating model shifts, facility redesigns) when trust is already fragile? Get it right, and you modernize the company while keeping culture intact. Get it wrong, and you trigger a retention crisis.

The Approach

I didn't treat this as a space problem. I treated it as a change management problem wrapped in a facilities problem. I built a structure where tactical work gets delegated (to space liaisons), strategic work stays centralized (relationship management with GCS, CRE, Facilities, HR, leadership), and one person stays constant through all the change. That was me.

Key Strategic Moves

1. Built a liaison network – 8 space liaisons across locations managing day-to-day space planning; I removed obstacles and managed strategy
2. Showed up personally – Attended every Client Services town hall; answered hard questions; was honest about changes I didn't like either
3. Designed for adoption – Created neighborhoods in Zoom Workplaces for hoteling navigation; hosted campus tours for NCC moving to Charlotte; designed digital displays for team cohesion in hoteling environments
4. Maintained relationships – Regular monthly meetings with business area leaders showing how their requirements were reflected in designs; educated new GCS leaders on lessons from prior projects
5. Stayed constant – 12+ years as Workspace Leader; my continuity became a form of leadership capital through all the changes

Key Projects

Charlotte Campus Welcome (2022): Hosted 6 in-person tour events with leadership greetings, campus tours, training, meals. Changed skepticism into excitement.

Lewisville Digital Displays (2022): CEO-directed 2-week refresh with no CS budget. Convinced Global Corporate Services to fund 12 digital displays by framing them as a company-wide asset. That framing became a repeatable model: the same approach got displays installed at every call center location, and they were built in as a standard requirement for the new Frisco Corporate Center.

Denver Consolidation & Modernization (2023-2024): 700 associates transitioning from assigned to hoteling seating; achieved 44% more efficient space utilization. Most resistive change; I volunteered to attend townhalls and answer every concern. Result: minimal unexpected turnover.

Frisco Corporate Center Opening (2024): Led Client Services change management for 500+ CS associates moving into new 15-story building; largest modernization undertaking. Negotiated special call center configuration for team cohesion. Recognized as "Change Champion."

Impact

• 3,000+ associates transitioned through multiple office/seating changes without major disruption
• 44% real estate efficiency achieved through hoteling adoption and space optimization across locations
• Multi-million dollar modernization investments delivered on time and on strategy
• 6 locations successfully modernized or consolidated
• Maintained morale through unprecedented change, no retention crisis despite high-stakes transitions
• Recognition: Values Champion, Change Champion across multiple projects

Modernization and culture are not enemies. They're the same problem. Most organizations think they have to choose: invest in offices or maintain culture. I proved you can do both simultaneously if you separate what needs to happen from how you do it, build structure that scales leadership without bottlenecking, and show up personally to prove you're going through it too.

Enterprise transformation means reshaping how organizations approach change, not just executing plans.

The Market Moment (2001)

In the early 2000s, companies were moving training from classrooms to networks and the internet. But they faced a critical problem: they were building content in silos. A course built for web-based learners couldn't easily become a paper job aid. Training teams rebuilt the same knowledge multiple times, for different mediums, different contexts, different audiences.

The Insight: Content Separation

Separate what you're teaching from how you're teaching it. Before Revolver, content and delivery were locked together. Changing the look and feel meant rebuilding the entire course. Delivering to a new audience meant starting over. Revolver inverted that model. Authors entered content once. The platform published everywhere.

How It Worked

The same learning object could be deployed across multiple contexts:

• For web-based learners: Full, interactive lesson with exercises and explanations
• For field technicians: Condensed job aid delivered on paper
• For mobile users: Micro-learning "nuggets" optimized for phones
• For subject matter experts: Expert review in short, straightforward format
• For novice learners: Expanded lessons with detailed explanations and practice

And the entire look and feel of a course? That was a design choice applied at publishing time, not during authoring.

My Role: Knowledge Architect + Translator

I designed how enterprises should think about knowledge structure. My unique blend: Knowledge Architecture (structured content for reuse), Instructional Design (built learning science into the structure), UX Design (made structured thinking easy, not bureaucratic), and Global Trainer & Sales Engineer (traveled the world teaching enterprises how to think differently about knowledge as organizational infrastructure).

Separation of Concerns

This principle (separating content from context, delivery, and design) was radical for 2001. Today, we call this "API-first thinking" or "headless content." Revolver was doing it two decades early.

For enterprises, this meant dramatic reduction in redundant development effort, faster time-to-publish (days instead of weeks), consistency across contexts, sustainability (content stayed evergreen and reusable), and scalability (large organizations could manage knowledge as infrastructure).

Revolver demonstrated a principle that shapes everything I do today. The best systems don't force people into one way of working, they let knowledge and design scale according to context.

That principle shows up in CareerSpark (content adapts to learner level and style), my workplace modernization work (one design for multiple contexts), and my core operating principle: "Systems First, Humans Always." I learned early that transformation happens when you separate what needs to happen from how it happens.

Starting Point

Client Services came into this work with a recognition gap. The existing program existed on paper but was not driving meaningful participation. Associates were not being recognized at the rate the organization needed to sustain engagement and retention, particularly through the significant change cycles TIAA was navigating.

Building the Culture

The work was not about administering a program. It was about changing behavior at scale. I managed a $500K recognition budget, created recognition frameworks that made it easier for managers to act consistently, and built rhythms and visibility that turned sporadic recognition into an organizational habit. The results reflected that shift: Client Services grew to represent 34-44% of all enterprise recognition activity, a 395% increase in formal recognitions that outpaced the next six organizations combined.

Why It Worked

Recognition programs fail when they stay administrative. This one succeeded because I treated it as an adoption problem. The platform was a tool. The real work was helping leaders understand why consistent recognition drives retention, how to make it genuine rather than performative, and how to build it into their existing rhythms rather than bolting it on as an extra task.

The Invitation

When TIAA decided to replace its enterprise-wide recognition platform, the corporate team came to me. Client Services was the biggest user of the existing system, and my track record of driving adoption made me the right voice in the room. I was brought onto the corporate selection team to represent the practitioner perspective, someone who had actually used the platform at scale and understood what worked and what didn't.

The Selection Process

As a member of the team, I helped prepare the RFP, evaluated vendor proposals, and participated in the final platform selection. The evaluation criteria balanced features against adoption likelihood. What good looked like on paper was not always what would work for a large, distributed workforce with varying levels of manager engagement.

Implementation and Launch

After selection, I joined the implementation team to ensure the transition went smoothly. The new platform launched company-wide, replacing the legacy system across all of TIAA. From there, I directly supported the corporate administrator of the platform and served as a key Recognition Champion across the company, helping drive adoption and consistency in how recognition was practiced at every level of the organization.

Recognition is an adoption problem. Every major change initiative, from AI adoption to workplace modernization to new platform rollouts, succeeds or fails based on whether people feel seen for the effort they're putting in. Organizations that recognize behavior change early get more of it. Organizations that don't wonder why adoption stalls.

The R&R program work is not a detour from my AI adoption focus. It is the same work. Changing behavior at organizational scale requires building the conditions where people feel safe to try, valued when they do, and motivated to keep going. Recognition is one of the most direct levers available to a leader managing that kind of change.

The platform selection chapter added a second dimension: the ability to represent practitioner needs in a procurement process, evaluate vendor claims against real-world use, and shepherd an enterprise-wide technology transition from selection through launch.

Served on Lucent's core team establishing enterprise multimedia standards as the industry transitioned from CD-ROM to web/browser-based instruction, while simultaneously building and producing L-Channel courseware from concept to live broadcast. 200,000+ employees reached globally. Team reduced training costs 80%. Recognized with Enterprise Networks Gold President's Award for Team Excellence.

The context: Began career as Instructional Designer and Graphic Designer at boutique consulting firm, developing technical training for HP and MCI, and creating instructional strategy tools for CDC. Early work revealed a critical insight: excellent training cannot compensate for poorly designed systems.

The opportunity: At Lucent, worked simultaneously on two tracks that rarely intersect in the same role. First: served on the core team defining enterprise multimedia standards governing how a 200,000-employee organization would transition from CD-ROM to web-based instruction, standards that shaped every training asset the company owned. Second: built and produced L-Channel courseware end-to-end, collaborating with subject matter experts, writing teleprompter scripts for on-air talent, and directing presenters through the material live from the broadcast control room. Delivered to sales associates across multiple continents, the solution reduced training delivery costs by 80% and earned the Enterprise Networks Gold President's Award for Team Excellence.

The lesson: Technology without usability creates expensive frustration. Scale requires structure, but structure must always serve humans, not the other way around.

Redesigned Budget.com booking engine and eCollege assessment platform. Pioneered information architecture and usability testing methodologies for early internet applications.

The pivot: Transitioned from training people on flawed systems to designing the systems themselves. Joined internet consulting firm as Senior Information Architect, working with clients including Budget.com and eCollege.com (later acquired by Pearson).

The work: For Budget.com, led complete redesign of car and truck rental booking engine, improving user experience and conversion rates. For eCollege, designed new assessment and survey development tool. Established usability testing practices and explored emerging possibilities of internet-based applications.

The lesson: Design isn't decoration. It's how things work. Information architecture transforms complexity into clarity, making systems intuitive rather than intimidating.

Helped design and implement Revolver LCMS (detailed in separate case study) at three Fortune 500 companies. Traveled internationally training enterprise teams on knowledge infrastructure. Held multiple leadership roles spanning product design, sales engineering, and implementation.

The evolution: Through four company name changes via mergers and acquisitions, maintained focus on building enterprise learning and talent systems at Fortune 500 scale.

The flagship work: Contributed to design and implementation of Revolver LCMS (detailed in dedicated case study) as part of a team that successfully sold and implemented the platform with three Fortune 500 clients including Unilever, where it operated successfully for over two years. Our lead engineers figured out how to make the solution a reality. Traveled to UK and Brazil training enterprise teams on reconceptualizing knowledge as organizational infrastructure.

Additional scope: Developed training content for major enterprises including Kinkos, Bank of America, Unilever, GE Capital, Regions Bank, and Verizon Wireless, spanning compliance training, financial products, and company-specific mandatory courses.

The lesson: Separation of concerns, decoupling content from delivery and structure from presentation, is the foundation of scalable systems.

Led corporate website redesign following major rebrand. Sold and implemented enterprise Applicant Tracking System to Extra Space Storage and U.S. Department of Commerce for 2010 Census hiring operations.

Product management leadership: Directed design, development, and implementation of product enhancements for Vangent's three automated recruiting solutions. Set priorities and allocated development resources to meet deadlines. These solutions cut client hiring costs 50-80% and increased speed-to-hire by more than 50%.

The expansion: Broadened scope to talent acquisition systems and corporate web management. Led complete website redesign following rebrand from Pearson Performance Solutions to Vangent Human Capital, managing vendor selection and project oversight.

The sales engineering role: Transitioned into dual role selling and implementing enterprise Applicant Tracking System (ATS) to clients including Extra Space Storage and U.S. Department of Commerce (supporting 2010 Census hiring operations). Gained deep understanding of recruiting systems at scale, hiring decision frameworks, and how technology either accelerates or obstructs talent acquisition.

The lesson: Selling enterprise software reveals what truly matters to buyers: not feature lists, but measurable outcomes and operational transformation.

Designed comprehensive Management Systems suite covering Change, Finance, People, Operations, and Quality Management. Scaled SharePoint governance to 200+ sites supporting 2,000-employee organization.

The foundation: Joined TIAA to design integrated Management Systems suite, providing people managers with tools and support to run business operations more effectively. Systems spanned Change Management, Finance Management, People Management, Operations Management, and Quality Management. Created comprehensive reports, dashboards, and tools for all people and process leaders within Client Services organization.

The governance challenge: Assumed responsibility for organization's SharePoint infrastructure. Rapidly developed deep platform expertise and established training programs to improve organizational capability. Successfully scaled governance model to manage 200+ SharePoint sites supporting approximately 2,000 employees.

The lesson: Governance at scale demands both structure and flexibility. The most effective systems empower users to solve their own problems rather than creating dependencies on central teams.

When pandemic eliminated in-person career events, saw opportunity to solve long-standing inequity. Previously, only associates at major offices (Denver, Charlotte, NYC) could attend. Regional and smaller offices were systematically excluded. Designed and launched fully interactive virtual career fair reaching 800+ associates (700+ in first week). Solution replicated by 3+ teams, becoming model for equitable virtual engagement. Earned first double-EXCEPTIONAL performance rating.

The challenge: Pandemic eliminated in-person career development events. 800+ associates across the country suddenly had no access to career resources. But this exposed a deeper problem: for years, only associates at major offices (Denver, Charlotte, NYC) could attend career fairs. Regional and smaller offices were systematically excluded.

The approach: I wasn't on the planning team, but I saw an opportunity to solve both the immediate crisis and the long-standing inequity. I proposed building a fully interactive virtual career fair, not a video call, but an actual digital experience.

The outcome: Built a fully interactive virtual career fair platform. 700+ associates attended in the first week. 800+ total participants. For the first time, remote workers felt truly included: "Being located in Cincinnati, in-person-only events are not an option. I felt included with this format and a part of the plan, not as a second thought."

The replication: The solution was so effective that 3+ other teams across TIAA replicated the model for their own virtual engagement initiatives. What started as a pandemic response became a template for equitable access.

The evolution: The platform kept growing beyond its original purpose. It became the foundation for the company-wide TIAA Product Expo, extending the virtual accessibility model to enterprise programming at a broader scale. It's currently being updated for the Recordkeeping Transformation Expo, continuing to expand access to all TIAA associates globally, not just those outside the three main office locations.

The recognition: Earned my first double-EXCEPTIONAL performance rating (both What and How). Manager's feedback: "Wow... just wow! The leadership team and I were blown away by not only what you accomplished, but how you accomplished. Your commitment, creativity and innovation are unmatched."

Why this matters: This was 2020, two years before my Director promotion and five years before CareerSpark. The pattern was already there: when crisis hits, I don't wait for permission. I learn what's needed and build the solution. And I always look for the systemic problem hiding behind the immediate crisis.