2021–2023 · Research Foundation of CUNY / Hostos Community College
Before moving into an assistant-director role, I spent more than two years working across workforce development, career services, employer relations, participant support, reporting, and program operations at Hostos Community College.
The work is useful to revisit as a case study because it shows how I approach service delivery as a system: connect participant needs, employer demand, program requirements, outreach, data quality, and follow-up rather than treating each activity as a separate workflow.
At a glance
- Employer partnerships: 90+ active or developed relationships.
- Placements: more than 260 placements, later reaching roughly 270+ annually across the broader work.
- Programming: 50+ workshops, information sessions, orientations, and training sessions.
- Outreach: 4,800+ students and graduates reached through program and career-services communications.
- Platform engagement: Continuing Education job-portal engagement increased more than 363% over approximately 18 months.
- Train & Earn: direct case management and advising for 51 participants, with greater than 70% completion/certification.
Connecting operations to outcomes
Placement work is rarely one step. A participant may move through outreach, intake, assessment, training, credential completion, résumé and interview preparation, employer referral, follow-up, and retention support. Employers have their own parallel process: outreach, qualification, role intake, candidate matching, feedback, and relationship management.
I built and maintained trackers, reporting routines, CRM records, outreach systems, and partner workflows that made those processes easier to see and manage. The purpose was practical: identify who needed follow-up, where a pipeline was slowing down, which employer relationships were producing opportunities, and where program data needed cleanup before it could support decisions.
Using data as an operating tool
My reporting work included monthly, quarterly, and annual program reporting; participant and employer tracking; portal and CRM engagement; referral and outcome monitoring; and data cleanup and migration. I also used labor-market information to support employer development and student advising.
The 363% increase in job-portal engagement is a good example of why I do not separate “communications” from “systems.” Engagement improved through a combination of outreach, cleaner data, more deliberate use of the platform, and stronger integration between advising, employer relations, and career-development programming.
Designing for the participant experience
The same operating model shaped direct service. I taught and facilitated career-development and workforce sessions, supported participants one-on-one, coordinated referrals, and helped learners navigate program requirements that could otherwise become barriers to completion.
That experience still informs how I build curricula, dashboards, and workflows: a system can be technically correct and still fail if the person using it cannot tell what to do next.
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