Building People-Centered Workplaces Through Thoughtful HR Strategy

An interactive dashboard that translates workforce data into operational insights across recruiting, retention, and people operations. Built with metric definition, trend visualization, and engagement signals to give HR teams a centralized view of staffing health and data-informed decision-making inputs. Covers headcount, turnover, time-to-fill, and engagement trends in a single interface.

A 2026 SHRM California Student Human Resource Management Case Competition analysis of a 70-year-old, 250-person family-owned business whose informal, trust-based culture left it legally exposed after ICE agents detained three long-term employees at a company volunteer event. Our team diagnosed critical gaps in I-9 compliance, OSHA and FLSA governance, and crisis response readiness, identifying what we called an "empathetic but hollow culture." We recommended the Strong Together Initiative: a six-phase, 15-week plan covering employee education, structured I-9 audit, HRIS setup, policy development, and long-term compliance stabilization, with a total investment modeled at $112K to $153K. Team #17 won the SHRM California Graduate Division, 2026.

A final assessment for the University of Southern California's Human Resource Management 555 course, written from the perspective of VP of Human Resources at Levi Strauss and Co. during simultaneous disruption. Analyzes three forces reshaping the business: a direct-to-consumer pivot (revenue grew from 36% to 52%), AI integration through Microsoft Azure and Google Cloud, and a shifting legal landscape including California SB 642, Illinois HB 3773, the Colorado AI Act, and federal Executive Order 14365. Maps HR obligations across workforce redesign, AI governance, pay equity, and frontline manager development. The Latino leadership pipeline (43% of frontline, 0% of executive) is identified as a critical execution risk requiring succession planning tied directly to business strategy.

A senior leadership presentation for the University of Southern California's Human Resource Management 515: Organizational Design course. Applies the Star Model (Kates and Galbraith) to Zimmermann's organizational challenges as the luxury brand pursues omnichannel growth and 50% year-over-year expansion. Six interconnected gaps identified: stated values contradict lived culture; decision cycles run 4 to 6 weeks where under 2 weeks is required; processes are siloed with no cross-channel integration; incentives reward individual sales over collaboration; and diverse talent hired post-2020 is exiting at disproportionate rates. Recommendations target three redesign priorities: decentralized regional structure, rebalanced bonuses weighted toward omnichannel metrics and culture accountability, and a talent development model with measurable psychological safety targets.