My Portfolio

Lean Integrated Performance & Cost Optimization project that delivered $6.5M in cost-saving solutions and $100K in recurring travel savings through cross-functional leadership. Leveraging Lean Six Sigma Green Belt methodologies, the project emphasized process standardization and advanced performance measurement systems to drive sustainable operational excellence.

Case Study 2 – Data-Driven Workforce Capability Optimization highlights how the State Department of Children & Families (DCF) enhanced workforce performance analytics to address limited visibility into key metrics, improving compliance with service contracts and operational efficiency.

The U.S. Navy identified that legacy training pipelines were time-based rather than competency-based, creating skill misalignment between schoolhouse instruction and fleet operational requirements. Critical courses, such as:

E-6 High Power Transmit Set Antenna Group OE-456/ART-54 DTW Operational Maintenance Course

ATI 2003 General Purpose Electronic Test Equipment Repair and Calibration Course

were content-heavy, redundant, and not fully aligned to fleet job tasks, resulting in:

Delayed fleet readiness

Inefficient training cycles

Challenges in updating material due to rigid development processes

The objective was to modernize the learning ecosystem into a modular, role-aligned, and performance-integrated system while maintaining strict compliance and governance standards.

Operational Context

Multi-site, complex training environment serving diverse fleet roles

Training delivery governed under CDRLs and configuration-controlled documentation

Integration with Navy operational standards required close collaboration with SMEs, program managers, and cross-functional stakeholders

Spiral development methodology to support iterative modernization
Operational Context

Multi-site, complex training environment serving diverse fleet roles

Training delivery governed under CDRLs and configuration-controlled documentation

Integration with Navy operational standards required close collaboration with SMEs, program managers, and cross-functional stakeholders

Spiral development methodology to support iterative modernization

Learning Architecture Designed

Front-End Analysis & Task Alignment

Conducted task analysis workshops with fleet SMEs

Mapped competencies from E-6 OE-456/ART-54 and ATI 2003 courses to role-specific operational requirements

Identified gaps between legacy content and fleet needs

Persona-Based Modular Design

Defined learner personas for different fleet roles

Modularized content to allow rapid updates without reworking full courses

Reduced content redundancy and streamlined learning paths

Multi-Modal Delivery Ecosystem

Asynchronous CBT (Articulate Storyline)

Instructor-led reinforcement sessions

Embedded performance support tools (checklists, job aids, SOP references)

Objective-based assessments aligned to operational competencies

Governance & Standard Work

Maintained CDRL tracking and configuration management compliance

Implemented style guide adherence and standardized templates

Operated within spiral development cycles, supporting stakeholder feedback at each iteration

Documented version control to allow traceable updates across all courseware

Measurement Strategy

Performance assessed against fleet operational standards

Gap closure monitored using task-aligned metrics

Feedback loops from SMEs and instructors informed iterative improvements

Metrics focused on operational impact, not just course completion.

Operational Impact

Improved alignment between schoolhouse training and fleet job performance

Reduced content redundancy, saving hours per learner and instructional resources

Enhanced modular scalability, allowing rapid updates in response to fleet needs

Strengthened governance compliance, ensuring documentation and revision integrity

Increased agility in delivering role-specific, performance-based learning

Module update time reduced by 40%, and learner task proficiency increased by 25% post-implementation.