Global Performance & Accountability System
I designed and launched an integrated performance ecosystem connecting employee feedback, manager conversations, leadership KPIs, and enterprise priorities.
Challenge
Fragmented performance experiences and limited enterprise-wide accountability visibility.
What I led
Designed and launched a global three-step process, manager and employee tools, leadership KPIs, and a unified accountability view.
Result
Contributed to a 10% improvement in employee engagement as part of a 5,000-person transformation spanning nine global operating units and 20+ markets.
A connected system, not another review cycle.
The organization was operating across multiple companies, regions, People teams, review cycles, and technology platforms. Employees and managers experienced performance differently depending on where they sat, while senior leaders lacked a consistent view of accountability and transformation progress.
The business needed a connected system that could create a more consistent employee experience, clarify ownership, improve the quality of performance data, and translate enterprise priorities into measurable leadership expectations.
From process design to enterprise accountability.
I led the design of the global performance and accountability approach as part of a global transformation spanning nine operating units, 20+ markets, and more than 5,000 employees. I built the global three-step process, clarified responsibilities, created manager and employee tools, partnered with technology and data teams, and translated enterprise priorities into measurable leadership KPIs.
I also built and maintained the multi-region KPI framework used to track leadership effectiveness, transformation progress, and workstream efficiency across the nine global operating units and more than 200 leaders.
From a common process to usable tools and clearer decisions.
- 01
Designed a global three-step performance process connecting employee reflection, feedback, manager review, coaching conversations, and goal setting.
- 02
Clarified responsibilities across employees, managers, People teams, operating companies, and senior leaders to support consistent execution in a matrixed environment.
- 03
Created practical manager and employee tools that translated the process into clear actions rather than relying on policy or communications alone.
- 04
Partnered with technology and data teams to connect the employee experience with the information leaders needed for accountability and decision-making.
- 05
Translated enterprise priorities into measurable leadership KPIs and built a multi-region framework spanning nine global operating units and 200+ leaders.
- 06
Defined cross-company decision rights, responsibilities, and process ownership while accounting for different review cycles, platforms, and People teams.
- 07
Used feedback and performance data to strengthen executive insight and inform faster decisions about leadership effectiveness and transformation progress.
An integrated performance ecosystem.
Six connected parts designed to make the approach usable across a complex organization.
- 01
Employee self-reflection and feedback
- 02
Manager review and coaching conversations
- 03
Goal setting and enterprise priorities
- 04
Clear roles and cross-company decision rights
- 05
Manager and employee enablement tools
- 06
Leadership KPIs and multi-region reporting
What changed
- Contributed to a 10% improvement in employee engagement through AI-enabled performance and feedback systems.
- Delivered a unified accountability view covering 200+ leaders across nine global operating units.
- Improved the quality of performance and accountability data available to senior leaders.
- Enabled faster decisions by connecting employee feedback, leadership effectiveness, transformation progress, and workstream efficiency.
- Established a scalable structure that could operate across multiple companies, regions, review cycles, People teams, and platforms.
I can turn a fragmented global People process into a scalable operating system that connects employee experience, decision rights, leadership accountability, and business priorities.
This work demonstrates my ability to lead through complexity, align stakeholders across a matrixed environment, and design adoption into the solution so that strategy becomes measurable practice.