Function as the focal for entire Frieslandcampina US population on a variety of HR matters while also supporting leadership on Industrial Relations matters. Sitting actively as a member on 3 distinct business leadership teams with diverse populations.

Coach Management Team for the Retail Americas region on their optimization and growth goals as it relates to their people agenda. Focusing on helping them improve their team's commercial mindset when approaching new opportunities. Manage all elements of HR (including performance management, compensation, employee relations, talent development, management, org design, etc.).

Led project with GTM leadership and Talent Acquisition to build out the talent pipeline process with a focus on increasing internal mobility opportunity visibility which resulted in the organization meeting 1Q22 headcount growth targets 25% faster than Q1 2020.Developed, implemented and facilitated the first formal talent assessment for the entire skill pool in the Americas.Developed employee engagement strategies with a focus on improving team performance and company culture with a focus on performance management, upward feedback and focusing leaders on their own and their team members strengths using Gallup Clifton Strengths tool.

Provided strategic HR Leadership to multiple business units located across the US Northeast and Mid-Atlantic region. Responsible for all aspects of human resources.- Led organization through a M&A spinoff, developing all aspects of HR processes, programs, and benefits.- Developed a furlough program across the region versus laying off talented team members, withhard-to-find skills which was adopted across the company to avoid unwanted talent attritionand allow for a quick restart once obligatory shutdowns ended, creating cost savings in terms ofrecruitment, rehiring costs and schedule losses.- Implemented a talent review of all professional staff and trained extended leadership on how toidentify and address biases and focus on key attributes of top talent and feed that into theirrecruitment efforts.- Led the effort to refresh company-wide formal performance management program with afocus on improving employee engagement and standardizing result reporting to help supporttalent review across all business units.- Worked with Business Unit and TA to implement a Military Veterans targeted recruitmentcampaign for construction and project management positions.- Identified diversity gaps and work with TA to provide diverse slate of qualified candidates forvacancies.

Responsible for developing and delivering large elements of the global people agenda for the entire Projects & Technology Global Wells/Engineering and Safety/Environment organizations across the entire Shell portfolio. • Led the organization health assessment with each line of business VP to determine if there were opportunities to improve by reducing organizational layers and increasing spans of control. • Led project to identify and classify contractor assignments and get those assignments ended or standardized in a centralized database. • Led the development of the 3-year operating plan including the management adjustments with talent, compensation, Finance and C&P to determine average costs per contractor FTE vs Shell FTE costs by location and job type. This allowed to give the VPs a clearer view of their total costs as they prepared to provide their input to the plan.

Responsible for all staff assigned to the External Relations, Government Relations, Corporate Aviation and the Legal functions. • Responsible for providing guidance and facilitation on several key material Organizational Management programs for multiple functions to contribute to overall Capex reduction goals within the global functions (achieved an overall reduction of around 17% of staff and 3rd party costs, net the one-time separation costs) to help the functions align themselves better with the business lines they support. • Implemented military veteran self-disclosure program along with working with TA team to identify vacancies to target external recruitment of military veterans.

Deepwater Projects within the Gulf of Mexico region and serve as the backup for the HR tag on the Projects team in Trinidad & Tobago. • Responsible for the rollout of the Segment Common Process for Internal Deployment in organization.• Responsible for facilitating and implementing a large-scale Functional Organization Design conducted for the GPO Houston based organization, managing the selection process, the change management communications, and the separation program.

Responsible for all aspects of human resources for specific production and operations natural gas process facilities within North America.• Implemented a reward recognition program to support the embedding of the company’s updated values and behaviors into workplace, through collaboration with key stakeholders throughout BP’s Upstream Segment. Had an activation rate of 83% during the first month of program’s rollout and had over 10,000 awards issued by managers and peers within 90 days of implementation. • Managed all the HR elements of an asset transfer of a gas plant in Mississippi between BUs from Upstream portfolio to US Pipelines portfolio for a seamless transition.• Managed the salary administration for the region during the 2013/2014 performance and pay review and coordinated and submitted the consolidated input for the operations function.

Responsible for developing and implementing the full TA and TM for projects in Americas, Europe, Middle East, Africa and Asia. Enhanced recruitment capacity for the BUs Regional Office. Compiled competitor assignment data. Managing the integration of a new applicant tracking software, facilitating training, and providing feedback on the application to the corporate development team. Sourced, supervised and developed 7 staffing/recruitment professionals, on a daily basis and provided HR generalist support to other projects as needed. • Implemented a standardized approach to completing hire paperwork, reducing rework by more than 50% in the 1st 5 months of the assignment. • Increased productivity of the recruitment team, by reorganizing the staffing process and reassigning administratively burdensome tasks from technical recruiters to administrative staff. • Developed a clear division of responsibility between the various roles in HR, to reduce redundancy and reassign appropriate accountability. • Automated weekly reporting requirements, by driving the need to pull data from the applicant tracking system and other applicable tools. • Created a strong teamwork environment, by building a friendly environment which encourages teamwork and focuses on problem solving, being pro-active and having clear accountability assigned to everyone.

Responsible for the complete cycle of TA for Oceania, Americas, Middle East, Africa. In 28 months, the staffing team hired 900 US domestic and 200 international hires in various locations. Scope encompassed defining and analyzing metrics related to recruitment efforts, executing recruitment strategy related to regionally specific candidate pools, sourcing candidates for key positions. Additionally, counsel executives on HR matters. Compiled competitor assignment data, defined and analyzed assignment conditions for new projects and cultivated strong working relationships with vendors. Administered the recruitment budget of $350K, supervised a staff of 6 professionals daily. Functioned as the interim HR leader for several projects. • Re-engineered the hiring process by upgrading the staffing team during a market peak, installing more senior recruiters, thereby raising the staffing group’s brand and reputation. • Defined and developed competitive assignment conditions for a project in Papua New Guinea, to support the estimate and bidding strategy.• Worked with external outreach organizations to attract, recruit and hire diverse candidates (e.g., SWE, SHPE, NSBE, and INROADs) focusing on recruiting historically underrepresented groups in the industry, increasing the female and minority candidacy versus historic average.• Recognized for orchestrating mobilization for employees and developing an efficient method for compensating that group of employees with their hazard pay for their time in Iraq. • Drove the review of Talascend’s Payroll rates by HR, ultimately reducing the cost of company-sourced agency staff by 50 % per hire. • Developed the recruiting branding strategy for LNG Australia projects, working with HR, communications, and the local advertising vendor to develop an effective program to drive local recruitment while also developing a pipeline of overseas talent to work locally. • Implemented a new ATS for the business.

Structured and launched the human resources management program from scratch, fully directing HR and local office service operations on the Asab Gas Development Phase II Project, located in a remote desert location living in a 4,500-person capacity camp. Directed complete talent acquisition process, leveraging resources to identify talent from major labor markets. Sourced and lead a staff of 6. • Maintained staffing levels at 8% below the forecasted levels, providing project management with a budget contingency. • Conceptualized and leveraged traditional and non-traditional recruitment strategies to attract 3rd country nationals. • Created dynamic solutions utilizing local resources to address the housing shortage for pioneer staff. • Created and implemented a supplemental bonus and spot bonus for quality performance executing human resources affairs. • Created a strong work group through team building exercises and regularly scheduled team work sessions, focused on getting problems defined and solved, clearly established accountability for team members by having a clear division of responsibilities and clearly written HR procedures and field instructions.

Advanced to this role to orchestrate complete HR operations for an expatriate workforce of 300 professionals contributing to the CNOOC Shell Petrochemical Complex Nanhai Project, executing procurement, engineering, and construction across multiple locations. Directed talent acquisition for 650+ non-manual positions consisting of expatriates and Chinese nationals, in addition to 175 engineering positions. • Orchestrated recruitment and transfers and directed 6 staffing agencies in sourcing difficult positions; coordinated between the joint venture project partners to ensure contract compliance and correct revenue sharing. • Achieved a $250K project savings by addressing and expeditiously resolving an issue regarding shipment of expatriate personal effects. • Instituted a performance management system for the project for all 3 joint venture partner companies.

Directed university relations for the entire business unit, solicited senior management’s input for each business unit’s annual talent review process, and extracted data from the employee satisfaction survey and did analysis to present to executives. Assumed additional responsibilities such as contributing to proposal teams for projects. • Achieved Six Sigma Yellow Belt certification after participating in and completing 3 process improvement projects. • Instrumentally contributed to the Hurricane Allison recovery team, which facilitated the rapid restarting of business operations after the facility experienced significant flooding.