Case Studies: People Systems


Innovative Staff + Museum Systems for Enhanced Museum Experiences 



Manager, Guest Experience | Defacto Site Manager
La Brea Tar Pits and Museum of the Natural History Museum of Los Angeles County
LOS ANGELES, CA


PROBLEM
The Museum Guest Relations team needed leadership across two museum sites to grow, manage, and train staff.

ACTION
In an evolving leadership role as manager I was accountable for a staff of 90 across multiple sites, and 160 people directly on-site. I implemented museum-wide initiatives rooted in active listening, group discussions, feedback, and collaborative thinking to innovate operations and support staff. I analyzed audience trends and piloted numerous initiatives collaboratively across departments, county representatives, and museum leadership to gauge efficacy and experiential impact around issues on climate change. I redesigned internal and external communication strategies and tactics to improve functionality, developed and led multiple trainings on various topics, and cultivated a fun, trusting work environment for my staff. 

IMPACT
My collaborative approach to team building proved successful on the recorded busiest day serving 12,000+ people. My staff created a world-class museum environment while busting records for donations. My efforts also welcomed new museum-wide systems for safety, feedback, inclusivity, mentoring, staff development, brand development, community engagement, museum culture, and equitable science access. I focused on details, guest feedback, and internal expertise to promote opportunities for the guests to engage at their own pace.

CREATIVE OUTPUTS
The images highlight museum engagement made possible by a strong, cohesive team. Not pictured are endless spreadsheets, meetings, laughter, and post-its used to reshape team dynamics and processes.


La Brea Tar Pits of the Natural History Museum of Los Angeles County





People Systems to Support Fast Growing Technology Company 


Systems Builder | Team Operations 
Good Eggs
SAN FRANCISCO, CA


PROBLEM
A fast-growing online farmers market needed new operational systems and creative ideas to grow and scale company nationwide in a short time frame.     

ACTION
In a high energy, evolving role I created digital tracking tools and organizational schemes that fed into a larger, operational system to link many moving parts for dashboard tracking. Working in an agile and iterative framework, I developed new hiring and onboarding protocols, built the Human Resources department from scratch across four other cities, designed staff trainings and feedback systems, and cultivated many functional practices for a productive working environment.   
 
IMPACT
I kept the team happy, productive, informed, and well fed while growing and scaling a company nationwide from 42 people to over 450 within months. I also kept the company compliant and safe leading to growth and increased value.  

CREATIVE OUTPUTS
The image above is the old logo that kicked off this company. Not pictured are numerous spreadsheets and tracking tools custom designed to support continuous, agile transformation across several cities and hundreds of people.


Good Eggs



Organizational Restructuring to Revive Non-profit


Vice President, Strategic Engagement  
The Museum Educators of Southern California 
LOS ANGELES, CA


PROBLEM
A 45 year old professional development organization needed a revival and a new leadership model to ensure longevity into the future.      

ACTION
I co-led a working group to strategise, develop, and propose a new organizational model, taking the Board of Directors from four to 11 positions. This reinvention factored in people systems, accountabilities, and expectations within a non-profit, volunteer run board. I was then Vice President for a two-year term to support the new model into production.

IMPACT
This reinvention of the organizational structure promoted equitable distribution and access of organizational activities to better support membership, and to encourage impact within the field at-large. The board was able to function more effectively with a more distributed and specialized model, membership doubled, programming expanded, and our leadership range covered all of Southern California.   

CREATIVE OUTPUTS
These images show the new board in their first term and an example of expanded programming. Not pictured are lots of spreadsheets.


Museum Educators of Southern California