Chris Kelly

Research production for the division I took over was 20% below productivity targets. I created a set of hypotheses for why that was the case, analyzed workflow data, and uncovered key bottlenecks: ambiguous project scoping and lengthy SME review cycles.

To solve these issues, I developed a new resourcing model that reduced the number of reviewers needed for each project, while remaining compliant with company policies and regulatory requirements. The model assigned reviewers based on project complexity, including factors like novelty, scope, and level of provocation, reducing unnecessary handoffs. In addition, I introduced a modularized project model to minimize downtime between projects. Within six months, team productivity exceeded targets by over 20%, and the lowest-performing team was transformed into one of the best-performing teams.

I identified the key drivers of high-impact research content and transformed them into a practical playbook for researchers and managers to use during project reviews. I led workshops and trainings to roll out the playbook, address change resistance, and build team-wide alignment. In addition, I encouraged iterative feedback to refine adoption and ensure long-term success. Within six months, project quality improved by 34%, output increased without sacrificing quality, and deadlines were consistently met. In recognition of this transformation, I earned the Best Product Coach, Silver Medal.

This project involved leading a 4x division expansion by identifying high-potential business lines and cultivating strong relationships with key stakeholders and decision-makers. I assessed and prioritized product lines, building compelling business cases to double down on high-value offerings and sunset underperformers. In addition, I drove change management efforts to align cross-functional teams. I also elevated the division's visibility by producing high-quality outputs and benchmarking performance against other teams, effectively marketing our success and securing continued investment.

This project involved reimagining the onboarding and L&D programs, accelerating new hire proficiency by 29% via hands-on workshops and tailored learning paths. I created processes to reinforce learnings and ensure compliance with training plans.