The situation. Trilogy was growing on systems that weren't. Recruiting ran through Taleo, payroll through ADP, and people ops from memory. Critical tasks fell through the cracks and technical issues took months to resolve.

What I did. I diagnosed the system gaps, vetted replacements, and led both HR cutovers end to end, ADP to Rippling and Taleo to Greenhouse, including the integration dependencies between them. Then I built Monday.com from the ground up: automated onboarding and offboarding, executive headcount dashboards, compliance and reporting deadline trackers, and software spend and renewal tracking. Everything rolled up to leadership views with no double entry.

What changed. Trilogy's monthly applicant pipeline grew from 500 to 7,000 (14x). Average time-to-fill dropped 60%. The teams had repeatable recruiting, onboarding, and compliance workflows, and leadership could finally see the people metrics it needed.

The situation. Pay decisions at Trilogy happened the way they do at most growing companies: case by case, whoever asked, whatever felt right. Leadership suspected pay gaps but had no way to see them.

What I did. I consolidated seven years of payroll history for 80+ employees into a custom Excel model covering every role, every raise, and every bonus, and kept it current so it stayed useful instead of becoming a one-time artifact.

What changed. The gaps became visible, and then they became fixable. Leadership changed how it handled promotions, bonuses, profit-sharing, and commission structure.

The situation. Clients came to Novos with Veeva and similar systems that were outdated, fragmented, or never configured around how their field teams actually worked. They needed more than an administrator. They needed someone who could understand the business problem and rebuild the system around it.

What I did. I scoped the business problem with each client, led migrations, configured new instances, and built solutions around each brand and field team. I brought skeptical stakeholders into the process so the people using the system helped shape it. Across seven client onboardings and 20+ products, I trained more than 400 people and mentored seven junior team members.

What changed. Clients moved from disconnected tools and workarounds to systems built for their teams, brands, and launch plans. Adoption stuck because I held to one rule: the system has to be faster than the old spreadsheet habit. If an update takes more than 90 seconds, people stop doing it. Internally, the playbooks I created turned one-off implementations into a process the Sales Operations team could repeat.

The situation. In 2012, influencer marketing was new territory; there were no playbooks and the stakes were high. Brands wanted big results and fast turnarounds. Creators wanted fair compensation and clear expectations.

What I did. As the first hire, I project managed more than 100 sponsored campaigns from pitch to recap. I negotiated on behalf of both parties, ensuring influencers were valued and client KPIs were met. When a campaign faced creative friction or a missed deadline, I stepped in directly and kept things moving.

What changed. Clients returned with bigger budgets, generating more than $500K in repeat business, and creators trusted us enough to renew their contracts. A tricky middle ground turned into relationships that lasted years, and Sway Group is still thriving today.