Allie Durham
Enterprise work intelligence and workforce strategy leader focused on connecting talent to opportunity through data, systems, and human insight.
HumanAIzed began as a research project Allie started after a layoff. It was primarily an effort to understand how AI was reshaping work by listening directly to the people living through it, hearing their stories, and bringing what she learned back to leaders who could act on it.
That research project evolved into a consultancy built on one idea: work only stays human when organizations actually understand the people behind it and the work they do. HumanAIzed builds the data-driven, defensible, and governed work intelligence infrastructure that puts that understanding into practice, keeping both at the center even as AI changes what's possible.
Sr. Manager, Talent & Growth
Allie leads work intelligence at Disney, building the systems and logic that turn job and work data into usable talent insight at enterprise scale. She identified that an existing tool, created for recruiters to generate job descriptions quickly, could be repurposed as the primary input for task and work extraction at scale. From there, she established the business case to gather approvals to expand the remit of the tool, and owns the methodology and deterministic workflow logic behind the Work Data product that establishes internal work data as the baseline, then enriches it with external talent market data. That foundation feeds Work Intelligence, where she partners on the analysis that combines internal work data with external labor market and automation exposure detail to determine what work is transferable across roles and where automation potential exists. She partners with HR, Workforce Technology, People Insights & Analytics, and Talent Market Intelligence to deliver these insights, and continues to partner with downstream activation teams as that work gets put into practice across the business.
Senior Director, Global Strategic Talent Operations
Allie supported the development of the organization's first global people-data solution, achieving 95% talent-data coverage and 90% job-architecture mapping across the enterprise, and used that foundation to infer task and skill data by combining job architecture and job metadata with external market context on tasks, skills, and AI automation potential, layered onto a standardized skills taxonomy. She led the design and operationalization of the resulting global skills framework and AI-enabled skills taxonomy, integrated with job architecture, and partnered with global HR and Operations leaders to embed skills intelligence into workforce planning, with the goal of improving visibility and internal mobility across the organization. She also analyzed trends and gaps in resource management and workforce planning to identify strategic opportunities for improvement, and piloted cross-functional initiatives mapping real work to formal job structures across the US, UK, and APAC.
Program Director, Client Operations
Allie managed a $10M account and a team of 25 project managers, deployment specialists, and QA specialists across the US and India. She built a new client operations model with process optimizations that sustained a 99.7% or better success rate, using error tracking and root cause analysis to prevent repeat issues, and led the transition from a mix of legacy tools to a unified operating process built on Adobe Experience Manager. She also created a client-facing resource management model that reported managed capacity against scope, flagged over-allocation and its risks (delivery success rate, attrition, job satisfaction), and identified opportunities to use under-allocated capacity for business improvement.
Vice President, Global Client Operations
Allie built and led a new Client Operations department responsible for resource management, new hire training, ongoing learning & development, and agency operations in support of the client delivery team. With affiliate marketing expertise scarce in the outside talent market, the organization trained and curated subject-matter expertise internally through a 6 to 10 week new hire training program rather than relying on ready-made talent. Her largest contribution was designing and directing development of a custom resource management tool that connected sales pipeline data with client plans, resource availability, and each new hire's readiness rating from the program, giving the business a usable, real-time view of who was actually prepared to staff client-facing work and whether it could meet its sales commitments to clients. She also established the department's OKRs and KPIs and reported progress directly to executive leadership.
Additional work experience found on LinkedIn.