Storytelling, Strategy, and the Heart of the Workplace
Here’s the truth: employee engagement isn’t defined by a quarterly survey or a one-off wellness email. It’s about how people feel when they show up to work—how they’re supported, empowered, and inspired by the culture around them. As a communications and employee experience professional, I’ve led enterprise-level programs focused on internal communications, employee engagement strategies, and culture transformation. My approach blends storytelling with data, marketing with empathy, and vision with strategy.
Through interactive intranet campaigns, engagement events, and change communications, I’ve turned internal messaging into moments that make people feel seen. I treat internal communications like a brand campaign—personal, intentional, and aligned with company goals. Leading the mentorship program refresh for an enterprise workforce was one of my proudest achievements. What started as an underutilized tool became a reimagined, results-driven experience that connected employees across departments, increased internal mobility, and supported long-term retention. I used employee storytelling, targeted promotion, and feedback loops to drive engagement and adoption.
As the chair of an employee resource group (ERG), I created pathways for development through seminars, networking sessions, and career spotlight events. These programs helped employees level up their skills and explore growth opportunities across the company. It wasn’t solely about the content but also about confidence, visibility, and community.
I also partnered with internal clients across the organization, working closely with marketing and strategy teams to shape messaging aligned with business goals while staying true to the employee voice. Whether launching a new initiative or navigating organizational change, I helped ensure the message didn’t just go out—it landed with purpose.
Mental health and well-being were foundational pillars in my work. I led the strategy and promotion of awareness campaigns that encouraged participation in employee assistance programs, reduced stigma, and opened the door for authentic, human-centered dialogue. These were not just pleasant ideas; they were essential.
This work taught me that a strong employee experience is more than perks—a culture of communication, growth, and care. It’s ensuring employees understand where the company is going and how they fit into that vision. I believe internal communication is culture in motion. It’s how values come to life, trust is built, and everyday moments turn into lasting engagement.
As I advance in my career, I aspire to lead from within, fostering cultures where employees feel empowered to grow and establishing workplaces where thoughtful communication is the norm, not the exception. That’s the kind of leadership I’m ready to step into.