• Reduced 95% of risk through failure modes exception analysis for Status Change Request Form process which guided senior leaders to vendorization saving 1.5 FTE’s in labor arbitrage while improving quality.• Program managed newly designed global Talent Management Life Cycle service by utilizing elements of Business Architecture and Capability Modeling which reduced capacity drain on leadership by 85%.• Streamlined reorganization process across 4 regions through role redesign, standardization and vendorization which generated a centralized reorganization function for efficiency, equity, experience and compliance.

• Coached the first Agile Innovation project by bringing new formulation from conception to single in market test and learning within 6 months, reducing standard product development process time by 75%.• Launched Knowledge & Insights program in Singapore with bold ambition to efficiently target useful consumer segmented data while rapidly informing business units globally to influence explorer brand product portfolio.• Developed and trained 5,000 associates in Agile guiding principles and Scrum Framework locally in; Atlanta, Georgia, Bogota, Colombia, Sydney, Australia, and Shanghai, China.

• Captured $400,000+ value in cost avoidance through the mentorship of Operational Excellence candidates.• Increased the overall operational excellence base certification level to greater than 95% across the organization.• Raised over all North American GBS HR Operational Excellence maturity by 10% year over year.• Conducted Canada Remediation Program in order to improve the quality of service for Associate Experience.• Facilitated Global Compensation CoE and Global Talent CoE during Corporate Restructure exercise for over 800 associates who were incumbent graded and 400 offer letters generated with 0 defects received by customers.• Elected by senior leadership to Interim Operational Excellence Manager for Latin America GBS HR Team.

Strategically guided Managing Director to develop formal Program and Project Management in order to methodically drive HR business forward in alignment with Enterprise wide initiatives.• Created Program Management dashboard to accurately measure the degree of Projects in 2015-2016 at the forecast and initiative level to provide clarity to the business on the quantitative and qualitative value add.• Lead the initial stages of business needs and discovery to an Enterprise wide Identity and Access Management system which became formal proposals and approval to Executive Management that resulted in 3.1 Million dollar funding over 3 years placing Bridgestone on track for Global compliance and security program.• Successfully improved and configured SAP-HCM AAP, EEO-1 and VETS reporting through dMAIC process which reduced overall lead time from eight month to 2 months while holding the same level of quality.

Managed architectural design of HR Shared Service operational process migration to Latin America Shared Services Center while providing close council to Sr. Director of HR Shared Services on overall organizational strategy.• Project Managed Open Enrollment 2015 which yielded the highest accuracy rating of benefit enrollment changes vs. issues reported at 99.8% while elevating testing by 800% in comparison to previous year.• Transitioned Benefit Administration to Costa Rican Shared Service Center with an overall savings of $350,000 in labor arbitrage year one, while holding a consistent 86% audit rating within the first 60 days of operation.• Cultivated Lean Six Sigma culture across U.S. Shared Business Services organization by conducting 5 major Yellow Belt certification courses with Leadership participation and validating 4 additional in-classroom trainers.

Promoted to manage the development, implementation, update and maintenance of new HR Operations processes within End of Employment, Retirement, Pension, Restructuring and separation work streams.• Trained regional Support Centers in Dublin, Singapore and Chile on new Manager Self Service platform.• Co-led global design of Retention Pay Policy and Process utilizing existing technology in coordination with Compensation in order to centralize service, adhere to Sarbanes Oxley audit regulations and increase efficiency.• Led global Retention Bonus Program serving 620 Executives in 17 countries due to Legal Entity realignment.• Identified and improved regional End of Employment process gap for Voluntary Termination where no guidance or communication was found in order to facilitate a better exit experiences for former employees.• Served as Lean / Six Sigma Lead Coordinator for global HR Shared Services organization.• Managed the implementation of Guardian LawLogix I-9 vendor within the U.S. and Puerto Rico as apart of the Global Background check project via Work Instructions, Process Maps and User Acceptance Testing.

Responsibilities include researching cases from the Tier I Call Center, facilitating responses from Shared Business ServicesHR and the HR Centers of Expertise, answering employee and new hire inquiries, researching, resolving and contacting thecustomer with resolution. Uses advanced specialized knowledge in one or more areas of concentration (e.g. Payroll, Benefits, Retirements, SAP/HTR, PeopleSoft, CareerLink, TIS, Cognos Reporting Tools, MyPMP etc).

Interfaced directly with client assistance in order to provide expert services with regard to Hire-to-Retire, time management, benefits, payroll, and other legacy systems to remedy queries and issues.• Developed HR Tools Support case management model within the Helpdesk function which equally and efficiently distributed work amongst analyst and provided clients with timely support in Service Agreement.• Engaged in Shared Business Services Human Resources knowledge management workshop.• Made consistent daily efforts to attain Service Level Agreements along with team members to bring Ticket Management System down to zero Service Tickets effective Q4 2010 since COMET self service go live.• Participated in Kaizan project to evaluate Leave of Absence Process in original Hire-to-Retire blueprint.

• Recruited and hired 18 skilled CNC machine operators and 3 maintenance technicians due to business demand based upon experience, formal education, and behavioral / technical interviewing skills.• Organized and Participated in LEAN hiring process event in order to reduce cost by 15% and cut lead time by one business week.• Reduced overtime in FY08 from 16.2% to 3% while decreasing production costs in FY09.• Implemented a Human Resources website in order to enhance communication tools for employees by providing formal guidelines and documents free to access and utilize.• Trained in Quality Management System and ISO 9001/2001 as a result of quality procedures.• Decreased D.A.R.T. rate from 1.9% to 0.62% as a result of monthly safety training at Halifax Community College.• Broad knowledge of FMLA, ADA, HIPAA, and Affirmative Action regulations and standards due to state, federal, and company policies.• Supported and participated in the most recent restructuring project in second and third fiscal quarters of resulting in a 13% decrease in labor and reduced production 11 days.• Promoted to larger manufacturing facility in Johnson City, Tennessee, August 2008.