General Motors Career Growth & Development

Tell us about your recent promotion or role change. 

I was recently promoted to lead HR technology strategy and operations, covering areas of talent acquisition, onboarding, offboarding and performance management. Moving internally within GM has allowed me to work in three different business functions at GM — IT, HR and identity and access management — and has helped me develop the skills needed to support a diverse group of stakeholders in my current role. 

Over the past 10 years at GM, my work assignments led me to develop an “enterprise thinking” approach — connecting people, processes and technology to deliver various key initiatives and technology projects. My initial roles were more technical — working with data and system architecture. I was able to leverage this technical experience during human capital management implementations and add-on consulting and strategic orientation to my skill set. I embraced opportunities to engage in strategic discussions with leadership and drive innovative solutions to real business challenges.

What will this new role or skill let you do? 

These experiences with various functions at GM have naturally prepared me to take on broader leadership responsibilities. I leverage my technology background, consulting skills and strategic orientation to work on adopting new technologies like AI that will shift the way we do work and deliver efficiencies at the enterprise level.

How would you describe the culture of internal mobility and upskilling? 

At GM, there’s a strong focus on career development, where leaders are encouraged to have regular career conversations to help employees align their goals with the skills needed for future roles. I’ve benefited from this growth-focused culture myself and have also supported my team members in transitioning to roles like field HR and change management. It all starts with honest conversations about career aspirations and creating opportunities that support their journey.