As part of the executive leadership team, I work with the CEO, company leaders, employees and the board of directors to support the successful execution of CAA’s mission and strategies. I am responsible for improving organizational capabilities through the alignment of strategy, structure, culture and people. As part of my role I provide leadership for the Human Resources and internal IT teams.

I partner with organizations to help them develop and implement strategies to attract great talent, align employees with organizational strategy, develop talent capabilities, and engage employees in the company’s success.

During my time at ProLink, I led a talented team to drive ProLink's results through the design and execution of targeted Human Resources practices, programs and systems designed to ensure a talented, agile workforce, and support strategic execution through a positive, performance-focused culture and efficient operating platform.

As Chief of Staff, I partnered with the CEO to drive organizational effectiveness to new levels. Through design of the structure, alignment and accountability needed to execute our transformational strategic plan, we were able to advance stalled mission-critical initiatives. During this time I worked cross-functionally with Executive Leadership to address issues impeding execution and partnered with the CEO to identify and develop the right leadership talent to drive transformation and follow through on execution.As CAO to the Commercial & Private Banking organization, I collaborated extensively with the newly appointed President and leadership team to lay the groundwork for end-to-end strategic alignment to drive the CEO’s brand transformation agenda forward. With a strong focus on talent development, I led the investment in targeted sales management training, a formalized sales recruitment platform and the design of metrics to drive a new level of accountability and sales results.I maintained a strong relationship with the Board and implemented Board-mandated initiatives, including executive succession planning and high-potential leader development.

As EVP and Chief Talent Officer, I built the company’s first formal HR strategy and infrastructure from the ground up, with a focus on attracting, aligning, developing and engaging great talent. With the help of a talented team and collaborative partnerships across the business, I led the design and implementation of practices to drive a positive, diverse and performance-focused environment. In this role I led the transformation to a pay-for-performance culture, guiding the design and development of targeted programs focused on market-competitive total rewards, incentive plans and executive compensation. As a result of some of this work, we addressed high turnover in critical customer-facing roles by implementing strategies to improve engagement scores across an 800-employee environment - successfully reducing turnover from over 60% to 32% within 1 year.During this time, I also pushed the boundary around M&A integration, emphasizing a “people-first” focus as the HR leader for multiple acquisitions. Here, I led all talent-related phases of the acquisition process for transactions ranging from branch purchases to whole-bank acquisitions, including a $3.2B FDIC-assisted transaction and the acquisition of 3 banks concurrently in a single market.Other key accomplishments included orchestrating the redesign of all company benefit plans, implementing an effective and engaging wellness program, leading a technology transformation that consolidated 13 obsolete systems into a single platform, introducing diversity and inclusion as a critical talent strategy, and elevating the Bank’s Talent Acquisition and onboarding practices.

Initially retained as VP of Compensation & Benefits, I advanced quickly to lead all HR operations, total rewards, recruiting and business partner functions. In 2007, I was recruited to support the CEO directly, with a focus on overall corporate administration. I was heavily involved in marketing efforts to sell the company and led the post-acquisition talent integration team.

Joining in 1995, I led a staff of 11 in the management of HR services for a company with 2,500 employees worldwide. Upon promotion in 2000, I served as an HR Business Partner for 750 Technical Development, Marketing, and Product Services employees in locations across the U.S., Europe, and Asia.