Harriett's story
My journey in public service and Human Resources leadership has been shaped by a simple but powerful principle:
When you
take care of people...
they take care of the mission
Empower Leaders
Elevate Performance
Transform Your Team
It all began with a passion for solving complex problems, advocating for fairness, and creating structures that bring out the best in people.
Early in my career, I found myself drawn to the mechanics of human capital—how policies shape workplace culture, how performance systems empower or stifle talent, and how inclusion isn't just a buzzword, but a daily leadership commitment.
My work in Human Resources has spanned some of the most critical federal agencies—from the Internal Revenue Service to the Department of Justice—culminating in my role as Director of Human Resources at the DOJ’s Office of Inspector General (OIG).
There, I wasn’t just managing personnel functions—I was building a workforce culture rooted in integrity, innovation, and inclusion.
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At OIG, I helped lead the transformation of the agency’s employee experience. Through strategic planning, modernized HR systems, and a deep investment in employee engagement, we raised our Federal Employee Viewpoint Survey scores from the bottom half to one of the top performers in the Inspector General community.
I was especially proud of launching initiatives like the Swearing-In Ceremony for new hires, which quickly became a signature program, and the OIG Mentoring Program, which created new bridges between seasoned professionals and rising talent. We turned processes into people-centered experiences—because how someone enters an organization shapes how they show up within it.
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I also spearheaded the expansion of our employment engagement initiative by reinstituting the Employee Engagement Committee and bringing in speakers who challenged perspectives and inspired conversation. I worked to create space for junior and field staff to lead subcommittees—a move that expanded our impact and ensured all voices were part of the dialogue.
I believe HR is more than compliance—it’s a powerful lever for shaping culture, growing leaders, and creating workplaces where people thrive.
Coaching Leaders to Drive Accountability, Boost Productivity, and Build High-Performing Teams.
One of my most fulfilling leadership moments was launching OIG’s first-ever Toastmasters club. What started as a simple idea became a transformative platform for confidence-building and professional growth—demonstrating that leadership development doesn’t only come through formal channels.
Before OIG, I served as Chief of Human Resources Policy and Programs at the U.S. Marshals Service, where I led policy development and played a pivotal role in implementing the Telework Enhancement Act—work that contributed to higher employee satisfaction and operational flexibility.
I also helped guide the agency through potential shutdown preparations, SES performance management reforms, and organizational changes that left lasting footprints on policy and culture alike.
At the Drug Enforcement Administration, I took on the challenge of aligning agency performance systems with strategic objectives, spearheading DEA’s participation in the President’s Management Agenda (PAAT) and helping to develop the Career Opportunity Development Program.
My work laid the foundation for stronger leadership pipelines and more transparent career paths. A special highlight was serving on a detail to the FBI, where I led internal communications for employees facing housing-related financial stress—an effort designed to protect employees and the mission from vulnerabilities.
My earlier roles across the Patent and Trademark Office, the Office of the Comptroller of the Currency, and the IRS gave me a strong grounding in labor relations, employee engagement, and performance management. I learned to navigate challenging negotiations, drive policy reform, and respond with empathy and effectiveness during high-stakes situations—from grievances to threats in the workplace.
Throughout my career, I’ve operated as a bridge: between policy and people, strategy and service, tradition and innovation. My proudest achievements don’t just live in the metrics and milestones (though there are many), but in the stories of people who grew, stayed, thrived, and felt seen under the systems and cultures I helped shape.
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