Scale without people is just complexity.

The numbers on this page are evidence of something more than efficiency. They're evidence of systems that worked because the humans inside them were designed in, not designed around.

That's the distinction I care about, and it's what the metrics are actually measuring.

If you're evaluating me for a role, you should be. That's the right posture for this part of the process. This page is built for that.

Meta

I built and ran an OKR program for a 200-person Product organization. Twenty teams, no mandate authority, every team had its own leadership, its own priorities, and its own reasons not to participate.

Participation rate landed at 80%. That didn't happen because anyone was told to show up. It happened because the program was designed around what each team actually needed the rhythm to do for them, and because I spent the early weeks talking to team leads rather than rolling out a template.

80% OKR participation across 20 teams — no mandate authority

JUUL Labs

I ran the Change Control Board — a weekly cross-functional governance forum with VP-level stakeholders from Regulatory, Compliance, Documentation, Product, and Engineering. Two hundred change requests a year. Every one of them a negotiation between competing priorities across four continents.

The board's job was to reach consensus on technically difficult, regulatorily high-stakes decisions without anyone having unilateral authority. I facilitated the forum and I owned the process that made the forum work.

Zero major audit findings. 50% reduction in processing time.

Process improvement 50% reduction in processing time — JUUL Labs

Systems implementation Enterprise PPM system across 6 departments — JUUL Labs

Team development 80% OKR participation across 200+ person organization — Meta

Compliance and audit Zero major audit findings, highest department compliance score — JUUL Labs

Process improvement

50% reduction in processing time — JUUL Labs
75% reduction in refund processing time (12 months → 3) — Renew Financial
30% cost reduction in operational overhead — Key13 Studios
25% increase in project throughput — Key13 Studios

Systems implementation

Enterprise PPM system across 6 departments — JUUL Labs
End-to-end system prepayment management — Renew Financial
First CRM + PM implementation from zero — Key13 Studios
Enterprise CRM build and deployment, desktop and mobile — Central California Solar

Team development

Team of 7 Product Operations Managers built and led — Meta
50+ engineers trained on compliance processes — JUUL Labs
80% participation across 200+ person organization on shared OKRs — Meta
25% increase in employee engagement through operating rhythm redesign — Meta

Compliance & audit

Zero findings highest department compliance score — JUUL Labs
99% compliance rate, annual FDA audit — JUUL Labs
100% elimination of non-compliant processing — JUUL Labs
80% reduction in customer complaints on 30,000-loan portfolio — Renew Financial

From colleagues

I worked with Kayte for about 3 years at Renew Financial. In her role as Financial Operations Manager, among other things she was charged with creating operationally efficient processes that were in compliance with complex legal requirements. In this capacity, Kayte and I collaborated on a number of special projects and day-to-day matters. She does not hesitate to dig into any problem to unravel it, whether by poring over a spreadsheet or reading complex legal documents. She is an excellent project manager and team player - she was always respectful of my time and asked questions in a focused manner, providing me the information I needed to provide feedback efficiently, and never raised problems without proposing solutions. She is an extremely hard worker who always put the company’s interests first. Any company should be glad to have Kayte on its team.

Julianne S. Renew Financial

Kayte is a very effective project and program manager. When she first started working in her role, the procedures in place were lacking robustness and clarity. Kayte was instrumental in helping drastically improve these processes both on paper and in practice. In addition, she is very efficient and willing to help resolve change control issues at short notice. Kayte is a great addition to our team and a pleasure to work with.

Yuriy G. JUUL

Kayte is extremely detail-oriented and diligent in all of her work assignments. She is a consummate student and strives to learn new skill sets although it may be uncomfortable in the beginning. Kayte learns quickly and is willing to teach others what she’s learned. Kayte is a great project manager, a diplomat, a liaison, a mentor, and a curator of solutions. She is an effective listener and works tirelessly to solve complex issues. Kayte is an absolute joy!

Angela H. JUUL

The pattern

That's not a liability to manage around. It's the operating model.

Across every role on this page, the same thing happens.

I enter an environment where I don't have the domain-specific background the rest of the room has. I read the system quickly. I find the people who actually know how it works — not the people with the titles, the people with the context — and I build from there. I deliver before anyone expected me to, and the things I build outlast my tenure.

At JUUL, I had no medical device compliance background when I started. Within a year, zero major audit findings.

At Meta, I was brought in to own OKR development for a 200-person Product organization that had no shared operating rhythm. Within the year, 80% participation across twenty teams.

At Renew Financial, no financial services experience going in. Came out the other side having redesigned the process that was generating most of the portfolio's customer complaints.

Scale without people is just complexity.

The environments this work has run in.

Does it translate to a matrix? The short answer is yes, and the evidence is specific.

Specific results, by area.

That's not a liability to manage around. It's the operating model.