I have run a 300+ person organization, led program management for Board- and C-level initiatives, and built the operational infrastructure for multiple scaling technology businesses. Operations is not where I started — but it is where much of what I have built has been held together and scaled. I bring the same human-centered lens to operations that I bring to everything else: organized, transparent operations are one of the most direct ways to ensure that employees, and ultimately customers, are satisfied.
“Very organized and detail oriented — develops a plan and executes against it. Aggressive in driving tasks and projects to completion.”
— Peer feedback, ZS Associates
At ZS Associates
One of the things I am most proud of from my ZS tenure is that I built seven new teams or revenue streams — each starting from near-zero and scaling deliberately. The pattern was consistent: identify the gap, write the white paper, prove the concept with a small investment, run a pilot, and scale. I did this for UX in product, T2 Technical Support, Software Licensing, UX in consulting, Custom Development, Business Analysts, and Power Platform.
Running a 300+ person organization across multiple functional areas and geographies required rigorous operational infrastructure. I managed an annual planning cycle, established quarterly business reviews, and required direct reports to maintain both a pipeline and a milestone plan — which kept me informed without pulling me into the details. I taught my leaders how to create structure and goals for their respective areas, which gave them ownership and ensured alignment before we moved forward.
I also led the global LGBTQ+ Employee Resource Group — Pride@ZS — from a handful of people to an award-winning global organization with formal governance.
Pride@ZS: Mobilized, led, and grew the global LGBTQIA+ Employee Resource Group for community-building and engagement.
Building and sustaining a community at that scale is an operational challenge as much as a cultural one, and I applied the same discipline to it that I brought to everything else.
“Natalie has a great ability to explain very complex strategy and long-term vision while connecting it to the changing business landscape. She also provides access to key data points and information relevant to the teams work, allowing them to factor the relevant information into their projects.”
— Peer feedback, ZS Associates
At SAP
In SAP’s Operations Board Area, I created and executed programs aligned with corporate strategy during a period of significant organizational transformation — growing from 11K to 85K employees. My focus was consistent: revenue generation, cost containment, and customer satisfaction, both within the North America subsidiary and later on a global basis.
I developed the business case for a new Operations function responsible for portal maintenance and other repeatable services, and a follow-on business case for offshore services delivery. Under my direction the team assumed global, cross-Board area responsibility for portal-related services in less than two years.
I was also the business owner for the Sales and Marketing Intranet — managing intranet presence, content governance, and communities of practice for more than 10K Sales and Marketing employees worldwide.
Portfolio Management for the Board Area: Improved SAP’s operating margin and employee experience through Knowledge Management engagements.
SAP CRM Usability case study: Usability testing and proposed improvements that generated ~$200K in annual bottom-line improvement..
What This Means for Clients Today
I know how to build the infrastructure for operational excellence, enabling a scaling organization to move fast without losing coherence: planning cycles, performance metrics, clear ownership, and the processes that keep people aligned without creating bureaucracy. If your organization is growing faster than its operational model, I can help you build the foundation that makes the next stage of growth sustainable.