Leaders and associates at Capital One distrusted 360 feedback they received. I used research to turn a noisy process into clearer, more actionable growth conversations.

The results were strong enough to convince our HR stakeholders to discontinue using Workday as the primary tool for performance and talent, and invest in building an in-house performance system that understood Capital One's internal performance process and was grounded in 360 feedback as the foundation.

This was my first major lead effort, and it changed the way I think about product and strategy design.

What stayed with me most was how much stronger the work became when alignment happened early. Bringing cross-functional partners in from the beginning didn't just improve the solution: it created a shared sense of ownership that carried the project forward. It also taught me that measurement isn't something you do after launch; it's how you understand whether the work is resonating, and how you earn the next phase.

It also gave me a clearer sense of where I'd grow next. We took on a lot of change at once, and in hindsight I'd be more intentional about managing scope, thin-slicing the problem, and sequencing bigger bets so the impact of each decision can be seen more clearly.