Huron Consulting Group's People Strategy & Operations is building leading practices in Talent for Higher Ed and Health Care. Huron is a leader in the Higher Education space having worked with over 500 institutions, including 99 of the top 100 research institutions. Leveraging my own background in a large complex research institution I enjoy helping higher education institutes and medical centers face the challenges ahead and continue the important work of education and research.I have personally worked as a client with other consulting firms and I have quickly seen how Huron stands apart in their understanding of the unique challenges and complexity in higher ed. The values of integrity, passion, collaboration, pursuit of excellence and accountability are clearly seen in all the people I've interacted with. My role at Huron is to consult with executives on human resources strategy, design, and transformation. Signature engagements: Worked directly with the VP of HR on the complete transformation of the Human Resources function, including the creation of a network of 50 HR Business Partners and Coordinators, re-imagining central HR as centers of expertise, implementing a new talent acquisition model, and the overhaul of HR policies and procedures - all in coordination with the implementation of Workday Led an HR leadership team through a strategic planning exercise and the development of a five-year transformational roadmap for moving from operational to strategic excellence for a prestigious multi-billion-dollar private university Redesigned the administrative structure, including HR, finance, and research operations for the college of medicine at a large academic medical center Identified 35 human resources performance improvement opportunities with significant financial and operational impacts on a large Midwest academic medical center Assessed and redesigned the HR and finance strategy and functions at a New England liberal arts college

Provide organization-wide talent leadership and strategy consultation for executives, division directors, and HR directors for over 200+ departments and 8,000 employees. Advise on the lifecycle of talent, solving organizational challenges with people, leveraging technologies and systems, supporting new initiatives, change management, retaining and recruiting top talent, increasing employee engagement, maintaining and creating culture, organizational design, workforce planning, employee feedback and coaching, process reengineering and proactively seeking and solving other organizational needs. Also responsible for driving the mission and vision of CU-Boulder by aligning the strategy for finding, acquiring, engaging, and retaining talented people who are dedicated to the organization’s values and culture. Reporting to the Chief Human Resources Officer (CHRO) and leading a team of 11 HR professionals.

Tasked by HR leadership to lead and turnaround a struggling recruiting function. Implemented a turnaround project, starting with operational improvement and staff development, leading the transition from tactical to strategic. Responsible for the setting the operational strategy for employment policies, processes, procedures and Human Resource (HRIS) technologies. Lead consultant for large HR and employment strategy initiatives for executive leadership, division directors, and HR directors.

Trained and advised organizational leaders and managers on individual and organizational talent needs, career paths, internal mobility, organizational design, employee development, compensation strategies, employee engagement, employee relations, retention, change management, and upholding legal compliance.

Provided human resources consultation to unit heads and managers on a variety of human resources issues including pay, classification, performance evaluation, employee relations, discipline, FLSA, leave, and more. Oversaw system-wide personal services contracts review for independent contractors, reviewing 8,000 contractor relationships annually

Provided HR project assistance; analyzed, reviewed, and entered data for compensation studies, performance management year-end reviews. Provided as needed assistance to the talent acquisition team.

Managed the climbing wall for the opening of the new athletic club, established procedures, guidelines, program offerings, trainings, inventory and safety regulations. Hired and managed a staff of six.