When our organization identified a promising opportunity to expand into the B2B market, we faced a clear barrier to entry: ISO 9001:2015 certification was a prerequisite for potential clients. With an aggressive six-month timeline and limited resources, I was tasked with designing and implementing a quality management system (QMS) from the ground up—and securing certification without disrupting daily operations.

We secured external funding through a state workforce development grant to cover third-party consulting costs. This strategy reduced the financial burden and enabled us to invest in expert guidance while maintaining internal bandwidth.

I led the full lifecycle of the QMS development, from stakeholder alignment and business process mapping to documentation, internal audit training, and change management. By applying Lean principles and focusing on continuous improvement, we not only met the ISO standard but built a system that enhanced transparency, accountability, and operational efficiency.

The result: we achieved ISO 9001:2015 certification in under six months—without a single non-conformance. Five years later, the system continues to pass annual surveillance audits with a clean record, supporting our growth and positioning us as a trusted partner in a competitive market.

As our company scaled quickly, our manual HR processes became a bottleneck—slowing down hiring and pulling time from key team members. I led the selection, purchase, and implementation of both an applicant tracking system and a human resource information system to bring structure and efficiency to our hiring process.

Alongside the system rollout, I developed interview guides, standardized onboarding documents, and introduced integrated timeclocks that synced directly with payroll. These tools not only improved the candidate experience but also reduced administrative overhead.

With everything in place, we were able to hire faster and more consistently—helping us keep up with staffing needs and continue driving product innovation.

Our company had outgrown a patchwork of legacy systems that couldn’t scale, lacked integration, and delivered unreliable data. As we expanded, it became clear we needed a modern ERP solution to support operations, improve data integrity, and provide a solid foundation for strategic growth.

I led the end-to-end systems migration, managing the ERP implementation from initial planning through go-live. This included project scoping, timeline and budget management, stakeholder alignment, risk mitigation, and vendor coordination. I also played a hands-on role as a techno-functional consultant—bridging business needs and technical execution to ensure the system was truly fit for purpose.

In collaboration with internal teams and developers, I supported the design and build of a custom production module tailored to our workflows. I worked closely with end users to document requirements, streamline processes, and test functionality, ensuring strong adoption and minimal disruption to operations.

We went live in April. Within a month, the major post-launch issues were resolved, and the quality of data available for business intelligence and strategic planning has been a game-changer. The organization now has visibility and control we never had before, positioning us to scale with confidence.