Leading JetBlue’s Talent COE, incorporating organizational development, change management, leadership & professional development, performance management, succession planning, and efforts to enhance organizational culture.• Leading a team of industrial/organizational psychology subject matter experts across a broad array of talent management functions, aligning expertise and processes against rapidly evolving business challenges and priorities.• Closely partnering with senior business leaders and HR Business Partners across all three main JetBlue business units - Operations, Commercial, and Support Services.• Acting as talent consultant and partner to the JetBlue SLT (c-suite) to deliver insights and inform decisions relating to organizational design, talent deployment and development, employee engagement and organizational culture.

Leading organizational culture and leadership assessment and development efforts for client organizations, utilizing quantitative and qualitative research methods.

Led the global Talent Management, Organizational Development, and People Experience functions. Created broad accountability for D&I efforts by integrating goals, data, and results into talent management processes. Adapted key talent processes to remote work environment, including onboarding, talent assessment, leadership development, and evaluating employee experience.• Improved the quality, efficiency, and utility of talent processes through design and implementation of Workday Talent, significantly enhancing and streamlining performance management, talent reviews, and development planning.• Delivered a comprehensive suite of carefully curated leadership programs to build resilience, connection, influence, enterprise thinking, inclusion, and diverse representation. Launched 12 new leadership programs in one year, touching 75% of corporate employees, with 92% satisfaction rate and 11-point year-over-year gain in employee survey scores for career development.• Completed one-year “tour of duty” as HR business partner to chief operating officer and worked closely with six market GMs, supporting markets through COVID-19 experience, related business restructuring, and transition to remote working. • Facilitated the implementation of a Global Career Framework, providing clarity on the expectations, requirements and support for career growth at WW.

Managed the planning, deployment, measurement and continuous improvement of all talent, performance and employee engagement programs across WW globally. Designed and implemented a robust but simple Talent & Diversity Planning process, aligned with business strategy, diversity and inclusion, and future-focused business needs. • Developed a comprehensive and cohesive Talent strategy for WW, articulating a compelling vision, guiding principles, strategies, goals and enablers to guide the work of the Talent team in aligned support of WW business objectives.• Worked closely with the Chief People Officer to prepare talent and succession plans for the WW Executive Team and Board of Directors.• Partnered with D&I lead, HR Systems and HR Business Partners to develop a real-time Diversity Dashboard in Workday to create visibility and accountability for senior leaders across WW for progress on diversity efforts.

Elevated the overall quality and effectiveness of talent discussions with executive leaders via implementation of a more straightforward, highly-structured, and forward-looking talent review process. Transitioned employee engagement survey program from legacy system to Qualtrics, obtaining actionable insights from advanced qualitative and quantitative data analysis. • Designed, implemented and analyzed the first employee engagement survey for the global field team of WW Coaches, providing insights into the concerns of this critical employee segment, resulting in improved corporate-field communications, and streamlined and enhanced rewards and recognition programs.• Developed a structured competency and behavior-based evaluation tool to provide consistent, fair and accurate evaluation of the performance of WW Coaches to differentiate talent and inform critical people decisions.

Created a set of talent guiding principles, validated with CEO and senior leadership, to bring consistency to key talent decisions across the entire organization. Implemented a talent analytics platform, gathering and synthesizing data from hiring, onboarding, surveys, assessment, and talent reviews to inform talent decisions and actions. Managed talent assessment function, from pre-hire and post-hire, evaluating performance and potential of 30,000-plus people annually, elevating objectivity and quality of talent decisions. • Implemented a pre-hire assessment process for retail sales staff, improving the efficiency of the hiring process and resulting in a $12M increase in revenue growth in the first year of use.• Designed a comprehensive, fair and consistent selection process for the Tiffany Academy of Excellence and Diversity in Leadership, creating a pipeline of diverse high potential talent across key corporate and retail functions.• Led the development a multi-level global competency model, then wove it into the fabric of all talent management processes throughout the organization.• Co-led the development of a holistic approach to career development, based on survey and focus group input from global employees, to address the talent needs of the organization and the career aspirations of a diverse and global employee population. • Core member of working group to create, launch and reinforce Tiffany’s Cultural Values, a declaration of what we believe and how we act, for all employees. The values are now central to our employment value proposition and a permanent anchor for evolving business priorities.

Developed and implemented key talent management initiatives in support of organization’s strategic business objectives. Worked with HRIS team, HR Business Partners and leaders across the business to deploy a web-based performance management process for 8,000 employees in 22 countries. Owned the Benchstrength Analysis process for identifying high-potential talent to inform succession planning and differentiated investment in leadership and career development.

Responsible for implementation and ongoing success of cloud-based HR-related products and services for all client organizations. Now PeopleStrategy, ERC Dataplus was a pioneer of delivering HR services in a SaaS / cloud model, including applicant tracking / candidate management, 360/multi-rater assessments, employee onboarding, exit and satisfaction surveys, and pre-hire personality/ability assessments. During my time at ERC, I was involved in everything from product development, client consulting, sales, product implementations, and post-sales service and user training.