pro
Courtney Heitman
Making complex work clear, human, and sustainable.
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Bringing on the wrong vendor is expensive. Most organizations have no consistent way to evaluate third-party tools before signing - which means compliance, legal, and operational risk that shows up later at the worst possible time.
I designed a vendor evaluation framework that embedded risk assessment directly into the existing procurement process, so it didn't slow anything down. Built a rapid audit rubric, created conditional approval requirements, and consulted with legal, engineering, and procurement teams to make it stick. We evaluated 5-15 vendors annually without adding a single bottleneck to the procurement timeline.
The result: smarter vendor decisions, reduced downstream risk, and a process teams could actually repeat without starting from scratch every time.
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Most organizations know they have compliance gaps. Few have a clear, repeatable way to measure them, prioritize them, or prove they're making progress - especially to legal teams and leadership who need answers.
Over 3-4 years, I designed and implemented an enterprise-wide governance framework across 20 platforms: standardized audit cadences, a weighted scoring and prioritization model that translated findings into executive-ready reporting, and a Jira-based remediation workflow that improved follow-through by 30% year over year. Untracked issues dropped by an estimated 60-70% in the first year alone.
The result: leadership had clear accountability, legal had defensible documentation, and teams had a system they could actually work in.
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When I joined a 20-person startup, nobody was reading the weekly updates, town halls were inconsistent, and leadership decisions weren't making it to the people who needed them. Misalignment was everywhere.
In about two months, I redesigned the entire internal communications framework. I replaced the multiple long Friday updates nobody opened with a structured weekly update delivered right after Monday leadership meetings, built standardized templates for updates and town halls, and created a repeatable recognition framework that actually scaled. Communication satisfaction scores increased by 1.2 points across the organization.
The result: less confusion, fewer repeat questions, and a team that actually knew what mattered each week.
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When priorities are siloed and everyone's optimizing for their own department, nothing moves. That's what I walked into: an organization where leadership was working hard but pulling in different directions.
In 2-3 months, I led the transition from a fragmented operating model to a unified OKR framework, built a leadership cadence that tied every meeting back to shared company objectives, and got departments working toward the same goals for the first time. We hit 65%+ OKR completion per quarter and cut leadership meeting time by 20%.
The result: a leadership team with a shared direction and the operating rhythm to actually keep it.
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