Tina Frausto.

AI transformation, run by an operator who’s actually shipped it.

I built and launched the enterprise AI program for ADP National Account Services — the kind most firms are still writing decks about — while running operations for a $1.3B business inside a $20B+ enterprise. 4,800 employees in the rollout. 800+ hours of productivity savings in the first 30 days. $1.5M in projected annual savings. Time-to-productivity cut from 12 months to one week. That program is the most recent credential, not the only one.

The longer record is twenty-five years of transformation work that has very little to do with AI. As COO of Equifax Workforce Solutions, I powered the $1B→$3B growth of the business, lifted CSAT to 97% and quality to 95%, and reduced implementation cycle from 12 months to two weeks — LEAN, Salesforce, and operating-model redesign, not AI. At UKG, I stitched Ultimate Software and Kronos together in 10 months during COVID, unlocking $2B→$4B revenue expansion and standing up a global shared services organization. At Equifax as SVP of Business Transformation, I led the largest strategic operations initiative in the company’s 120-year history — an enterprise lead-to-cash transformation across 14 systems and 27 geographies, deployed 5× faster than the industry standard. At Cartus, $5M in savings in five months across global supply-chain operations.

Across 27 countries and $4B+ in enterprise revenue, the record is $12M+ in cost savings at Equifax, $8M at UKG, $5M at Cartus, and 700,000+ hours of productivity gains. The AI program at ADP is what makes the practice modern. The work that came before it is what makes it durable.

The practice exists because the same operating system that ran those programs at $4B scale now runs sharper, faster, and lighter with an agent-powered delivery engine underneath it. The buyer gets enterprise-grade judgment without the full-time cost. The economics work because the work is real, not because the operator is junior.

The systems matter. The team matters more.

Across a 200+ person global transformation team running high-stakes work, voluntary attrition was zero. That’s not a recruiting line — it’s the test of whether the operating model and the leadership are actually working. People stay when the work is meaningful, the cadence is honest, and the trust is real. They leave when one of those breaks.

Resistance is information. The job is to convert it into alignment, not to push past it.— Tina Frausto

Most transformations stall in the same place: the team in the middle stops believing it. The fix isn’t a comms deck — it’s transparency, trust, and accountability, repeated week after week until the organization stops bracing. Building a high-performance team in a demanding environment isn’t a slogan; it’s hiring for ownership, designing the operating cadence so people can see the work clearly, and absorbing the chaos so the team doesn’t have to. Every engagement leaves behind not just the systems and the agents — but a team that knows how to run them.

All-in on the next wave of leaders.

Off the clock, I’m all-in on the next wave of leaders — founding leadership development programs that reach hundreds of professionals, mentoring executives, and co-founding a nonprofit that backs youth through education and athletics.