23-person subcommittee — LGBTQ+ & Allies Employee-Led Council

Business Challenge

Voya’s LGBTQ+ & Allies Employee-Led Council needed to scale its impact, but lacked the operational structure to support growing participation and initiatives. As appointed Director of Programs (previously Director of Communications), I recognized the risk of failing to meet our KPIs and business plan goals if we did not act. With direct accountability to Voya’s CFO and other members of senior leadership, that was unacceptable.

Strategic Approach

I designed and launched a new subcommittee structure from the ground up — defining roles and an operational guidelines where none existed. This work centered on program design and governance: building the business plan and KPI framework the subcommittee would be measured against, and aligning council initiatives to outcomes with visible impact on internal employees and external customers. Partnered directly with the CFO and SVP-level leadership on governance and business planning.

Outcomes

23 registered; 2.25x increase in YoY project output within 60 days of launch; 440% increase in potential planning capacity; established a repeatable operating model still in use; Championed as a cultural & talent development success story throughout the company