EMILY ABDNOUR

Lead the onboarding Program Management Team for STEP EDU, managing 6 Program Managers and 1 contractor across a portfolio of thirteen programs delivering high-impact onboarding experiences for global technical audiences.

• Manage a $2.5M annual budget, delivering onboarding programs on time and under budget for four consecutive quarters with CSAT scores of 4.5+
• Serve as process owner for Project Management tooling, intake, and resource management, improving workload balance, capacity planning, and staffing visibility
• Championing AI integration across onboarding programs, including exploration of an AI-powered onboarding agent; ensuring AI strategy development and innovation in partnership with program teams
• Managed the launch and curriculum integration of a unified Empower onboarding event, combining EX and PM audiences; delivered a $750K program on time with a 4.8 CSAT (198 learners)
• Coaching team through redesign of Empower onboarding to transition from in-person to virtual, reducing costs from $750K to $150K while sustaining program impact
• Coach and lead a program manager driving cross-functional collaboration with UTG to develop a scalable onboarding program for ~9,000 engineers, spanning eLearning, VILT, and in-person delivery models
• Directed the Pulse Action Plan (employee engagement strategy), driving a 4% engagement increase through improved structure and clarity
• Lead the Program Management Community of Practice, fostering collaboration and professional growth among 15 EDU Program Managers

Led a team of four Project/ Program Managers on the Technical Training & Enablement Team (TTE), supporting global engineering enablement for 8000+ learners.

• Defined Project/Program Management on TTE through the development of role expectations and templates, coaching and growing the team, and hiring experienced Project Managers
• Adapted Project Management principles to effectively meet the needs of the TTE team while instilling a new level of discipline and structure in team ways of working
• Established portfolio governance for 40+ active initiatives, improving prioritization and executive visibility
• Introduced capacity planning to balance workload and support SVP-level reporting
• Led senior manage working group to clarify organizational roles and improve process and operations

Led a team of eight Project Managers on the Change Enablement team; collectively the team led 20+ projects including many of the company’s top priority and Amazon driven initiatives

• Developed the framework for Project Management team including templates and playbook outlining all aspects of the Project Manager role
• Coached, developed, hired, and onboarded Project Managers with varying levels of experience; promoted five team members in two years
• Utilized interactive team meetings, peer mentorship opportunities, and professional development to promote cross-team collaboration between Project Managers which led to overall performance improvement
• Developed intake process and prioritization matrix for overall Change Enablement portfolio; led this process for a portfolio with 50 active projects
• Led resource management for Change Enablement team, tracked 1,200 hours of work per week and ensured team members had a balanced workload while maximizing resources
• Served as a member of the Change Enablement leadership team and worked to develop overall team process and continuously improve internal ways of working

Led cross-functional enterprise projects across 500+ stores, including tools, SOP enhancements, compliance processes, and customer care

• Presented timeline options with pros and cons to SVP-level leaders, driving informed decision-making
• Promoted for delivery excellence and contributions to team development