Different worlds. One career.
Each chapter is a different domain. The pattern is the person.
Microsoft
Joined as a vendor in 2018 with a three-month process audit assignment. Stayed.
Promoted from vendor to Content Operations Lead to FTE Program Manager to Group Manager to Director, with each step adding scope rather than replacing it.
Delivered the work that crossed organizational boundaries: the Alta/Snowbird brand transition rescripting 100+ Relationship Marketing campaigns, EUDB compliance, the New Commerce migration, and the largest platform migration in the function's recent history (1,228 events, 619,030 registrations transitioned across four successful waves). As Director, led three-pillar scope that would typically span three distinct Director-level teams before moving within CELA to lead Operations for the Infrastructure Legal Affairs team, where she's standing up all business operations from the ground up.
Boingo Wireless
Recruited from a marketing role at Marine Corps Community Services on a Marine Corps base, where she'd been Boingo's customer-side point of contact during the company's military expansion. Joined remote in 2015 as Marketing Manager for the Southeast region. Promoted three times in three and a half years, ending as Senior Manager leading a team of 6 to 8 Marketing Managers distributed from APAC to the United States. Built the standard operating model for the Broadband Marketing division, designed and rolled out the SMS outage-notification system customers relied on, and built the field marketing program from the ground up: over 300 brand ambassadors deployed across military installations. Led the phased rollout when Boingo expanded its model from military bases to the FBI training center at Quantico. The chapter that named the work.
Before Microsoft →Marine Corps Community Services
Hired specifically because she was an attorney, to investigate financial irregularities in the Commercial Sponsorship program and rebuild its contracting infrastructure. MCCS, the Marine Corps' Morale, Welfare and Recreation arm, depends heavily on corporate sponsorship revenue, which made the integrity of that revenue stream non-negotiable. Rebuilt the contracting process from scratch, replacing the previous draft-from-zero approach with a templatized system that increased throughput from one to two contracts per day to as many as ten. Conducted a forensic review of the sponsorship financials, traced the chain of custody for missing payments, and recovered approximately $50,000 in misallocated funds by working directly with the Finance Department to identify and correct the routing failures. Supported the first-ever Choose-a-Ride campaign, a year-long marketing program that culminated in a vehicle giveaway, and grew sponsorships 30% over the period. The chapter where her legal training first met her operational instinct.
Jefferson Parish Office of Inspector General
Joined the newly-formed Office of Inspector General as a founding Special Agent shortly after the Parish established the office, the local oversight body responsible for investigating governance, procurement, and use of public funds. First assignment: monitor the proposed long-term lease of East Jefferson General Hospital and West Jefferson Medical Center, which became one of the most contentious public-trust matters in the parish's recent history. Contributed to the OIG's public memorandum of September 2013, which identified concerns regarding the scope of consultant engagement, compliance with the Louisiana Open Meetings Law, and the need for parallel negotiations with multiple potential lessees rather than exclusive negotiation with a single suitor. The recommendations shaped how the Parish ultimately structured the lease processes that followed: West Jefferson Medical Center leased to LCMC Health in 2015 and East Jefferson General Hospital sold by public referendum in 2020. Three years inside the work of holding public institutions to their stated values.
Before Marketing →