MY PORTFOLIO
The work speaks. Here's where it happened.
These are the organizations Julie’s worked inside and alongside, and what the work produced.
TRUSTED BY LEADERS AT:
Case No. 01
Microsoft
People strategy at global scale: 22 countries
SITUATION
Julie led HR across a 22-country footprint, with no operational support behind her.
PROBLEM
At that scale, HR usually collapses into compliance, disconnected from the human dynamics of each market, decisions made through one lens across 22 regulatory contexts.
WHAT SHE DID
Julie led HR transformation and a company-wide compensation restructure, holding equity-conscious pay across all 22 countries. She built the personnel standards that earned Microsoft data centers federal approval to handle classified data, and partnered on sensitive workplace investigations, including matters involving the DOJ.
WHAT CHANGED
Microsoft earned federal clearance to run classified workloads in its data centers, cleared on the personnel standards Julie built. Fourteen years later, a former direct report still seeks out her honest feedback.
Case No. 02
Amazon Prime
Global HR Leader for $5B business unit
SITUATION
Julie led Global HR for Amazon Prime through a period when the business more than tripled: 250%-plus growth.
PROBLEM
Hypergrowth doesn't forgive a weak structure; it exposes it. The people, the design, and the talent decisions had to stay a step ahead of the curve, not behind it.
WHAT SHE DID
Julie engineered the organization to stay ahead of the growth, not behind it. Her clearest call was on principal engineering: rather than buy that talent on the open market, she grew it in-house owning the bench instead of renting it, the harder path up front and the far stronger one over time.
WHAT CHANGED
Prime more than tripled without the org breaking under it, and the principal engineering bench Julie chose to build in-house became a lasting capability, not a line item that reset every hiring cycle.
Case No. 03
PE Portfolio Advisory
Embedded People advisor, growth equity portfolio companies
SITUATION
Through a leading growth equity firm, Julie advised portfolio companies from founder-led startups through later-stage teams preparing for IPO, acquisition, or their next phase of scale.
STRUCTURAL PROBLEM
Growth moved faster than organizational infrastructure. The talent systems and People capabilities that worked at one stage couldn't support the next, and the gaps showed up as hiring challenges and leadership friction before they became execution risks.
WHAT SHE DID
Julie stepped in where the stakes were highest: founders building their first People infrastructure, HR leaders preparing for the board, and companies navigating acquisitions and leadership transitions. Working across stages gave her the pattern recognition to tell leaders what to build now, what could wait, and where a people issue was starting to put growth at risk. For more than four years, the firm kept her across its portfolio, bringing Chief People Officer-level judgment to companies in transition.
Case No. 04
Mission-Driven Corporation
$100M to $1B: leadership pipeline and organizational legitimacy
SITUATION
Julie joined a community-owned corporation at $100M in revenue. The organization existed to serve a specific community but its senior leadership didn't reflect the community it was built for.
PROBLEM
Not a representation issue, an organizational legitimacy problem. A corporation built to serve a community, yet led entirely by people outside it, carries a trust deficit no policy can fix.
WHAT SHE DID
In just under five years, Julie built the leadership pipeline that moved leaders from within the community into senior roles, not as a DEI initiative, but as an organizational health project. She guided the company through the same period of $100M-to-$1B growth.
WHAT CHANGED
The organization reached $1 billion in revenue, with leaders from its own community in senior positions, legitimacy and scale, built together.
Case No. 05
Nintendo
Culture and compensation, built from the ground up
SITUATION
Julie started as exec admin to the head of HR and built her way into comp, benefits, and HRBP work across an organization of roughly 500 people.
PROBLEM
Her first access to a full payroll revealed the gap: same performance ratings, different pay, because someone knew someone better. The comp architecture was reproducing informal bias at scale, and no one had named it.
WHAT SHE DID
Julie embedded equity adjustments into the comp review process so the fix was structural, not one-off. She built the employee experience from the ground up and partnered with internal legal counsel on core benefits architecture, standing up a defined benefit pension plan and 401(k), managing benefits, and running event partnerships tied to the Mariners.
WHAT CHANGED
Bonus plans ran twice a year and reached every employee, regardless of level. The community she built has held for 30-plus years, she still knows more people from Nintendo than anywhere else she's worked, with 40-plus of those relationships active today.
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