Org Capability Building

A global biopharmaceutical company's Public Affairs function had more than 150 people across multiple regions. They were working hard. But without a shared definition of what good looked like, how people were expected to grow or what it took to earn a promotion, the team was operating without a common standard.

Leaders were making judgment calls. Employees were unclear on expectations. And training was disconnected from how people actually advanced.

I was brought in to build the system that would change that.

A first-ever competency framework

I started by developing the team's first-ever core competency framework, defining expectations across every level of the Public Affairs organization. This wasn't a theoretical exercise. Every competency was grounded in the real work the team does and the real expectations leadership has for how that work gets done.

From there I built a clear career progression model, outlining exactly how employees grow, develop and earn promotion. For the first time, employees and managers had a shared language for performance and a transparent path forward.

Connecting training to real career movement

I then designed a full-year training strategy tied directly to those competencies, shifting development from disconnected one-off sessions to a structured system that maps to real roles and real career movement. I developed and delivered persuasive writing and executive communication training grounded in actual company scenarios and leadership expectations. I introduced a decision-making framework to improve clarity, speed and consistency across the team. And I facilitated the leadership alignment sessions that determined whether any of it would actually stick beyond rollout.