•Provided Labor Relations guidance and counsel to all Detroit Diesel hourly production employees (Engines and Axles), salaried represented Engineering Technicians, and Plant Management to ensure compliance with all three (3) collective bargaining agreements. •Built and maintained collaborative relationships with Operations, Union Leadership, and hourly employees in order to reach and attain the production goals for the Detroit facility. •Developed and strengthened HR policies to address business concerns ranging from absenteeism to performance evaluations.•Led language control and served as the company scribe during 2020 contract negotiations between Detroit Diesel Powertrain Engineering Leadership and UAW Local 412 Bargaining Committee Unit by building consensus between the respective Negotiations team members and capturing the underlying principles of the ratified agreement. •Served on the SEAD (Support Employees of the African Diaspora) Leadership Board as the Communication Chair championing the importance of diversity, equity, and inclusion within DTNA.•Selected by DTNA HR Leadership to participate in the McKinsey and Company’s Black Management Accelerator Program for employees deemed as top talent for leadership roles.

Van Dyke Transmission Plant - Powertrain Operations (PTO)Current Products: Transmissions & Stampings •Senior HR liaison for the Plant Leadership Team and the UAW workforce with the primary responsibility of providing Human Resources and Labor Relations guidance to 1,273 hourly employees and over 170 salaried employees covering multiple shifts.•Manage and lead all phases of the employment lifecycle: on-boarding, performance management, succession plans, compensation planning, and replenishment/separation programs.•Responsible for all hourly staffing headcount and movement discussions with the UAW bargaining committee. •Investigate and prepare responses to second (2nd) stage grievances.•Supervise and train new HR Advisors to serve as knowledgeable business partners with union officials and operational management in order to strategically address production and salary concerns necessary to improve overall efficiencies.•Supervise and manage the salaried UAW represented nurses in meeting the plant’s expectation of providing medical support to our hourly and salaried employees. •Represents Ford Motor Company by responding to state and federal governmental agencies (i.e. NLRB, EEOC, and Michigan Department of Civil Rights - MDCR) regarding employment complaints brought forth by hourly and salaried employees.•Educate and advise hourly employees on the appropriate work procedures to help prevent current or future disciplinary penalties. •Serve as a policy advisor to plant supervision to provide insight on how to address employee conflicts and job performance issues.

MS&S - U.S. Field Sales and Ford Customer Service Division (FCSD)•Senior HR Business Partner for Ford’s US Sales and FCSD (Parts and Service) business regions (Central, East, Great Lakes, Southeast, Select Dealer, and West Market Areas) containing 21 office locations within the Marketing, Sales, and Service organization.•Managed and led all phases of the employment lifecycle: on-boarding, performance management, succession plans, compensation planning, and replenishment/separation programs.•Trained and coached U.S. Sales and FCSD Leadership on Ford’s performance management processes and procedures to identify proper developmental plans to challenge high potential employees, upskill average workers, and/or remove underperformers. •Collaborated with US Field Sales and FCSD Leadership in the reorganization of Field Sales operations to maximize business effectiveness by consolidating regional offices and redesigning job assignments.•Program Coordinator for the MS&S Mentoring Program that drove continuous learning and developmental initiatives by utilizing mentoring partnerships as the conduit to help achieve business goals and personal objectives.•Responsible for creating and implementing a multi-year attrition analysis report covering all five (5) field market areas within the US Sales and FCSD regions. The factors outlined in this report identified key drivers that caused MS&S US Sales and FCSD employees to leave the company unexpectedly. The findings from this study were delivered to the respective General Managers with the goal of providing preemptive suggestions and corrective actions to reinforce Ford’s Employment Value Proposition (EVP) to maintain and increase the retention of MS&S Field Sales employees.

Chicago Assembly Plant - Vehicle Operations (VO)Current Products: Ford Explorer, Ford Taurus, Ford Police Interceptor Sedan, and Ford Police Interceptor Utility•HR liaison for the Plant Leadership Team and the UAW workforce with the primary responsibility of providing Labor Relations guidance to 4,000+ hourly employees and 300+ salaried employees covering multiple shifts and crew patterns. •Educated plant management, hourly employees, and union officials on the proper interpretation of the local and national collective bargaining agreements to ensure consistent communication and to adhere to the agreed upon contractual language.•Develop and establish a professional rapport with hourly employees, operations management, and union representatives to help maintain a positive work morale. •Eliminated and addressed interpersonal conflicts to create an inclusive work environment for all employees to achieve specific production targets.•Represented Ford Motor Company by responding to state and federal governmental agencies (i.e. NLRB, EEOC, and Illinois Department of Human Rights - IDHR) regarding employment complaints brought forth by hourly and salaried employees.•Effectively served as the Labor Relations auditor for all Chicago Assembly Plant HR Pay Reports reviewed internally by Ford's Finance Department and externally by PriceWaterhouseCooper per the Modular Control Review Program (MRCP) guidelines.

•Responsible for establishing and maintaining continuous contact with all employees to create a positive work environment. •Effectively managed the recruitment and on-boarding for all hourly and temporary positions to successfully meet staffing demands.•Partnered with production supervisors and manufacturing managers to strategically address production concerns to maximize operational excellence. •Delivered corrective coaching and counseling to employees for underperformance, thereby addressing training needs and reiterating job expectations.•Served as the lead analyst in coordinating and conducting the 2012 Affirmative Action Plan. •Successfully launched and coordinated the Eaton Searcy Wellness Team to emphasize the importance of health management and preventive care though targeted, health-related initiatives and events.•Supported the HR team in the deployment of corporate and plant initiatives to increase employee engagement within the Searcy facility that holds over 330 hourly and salary employees.

•Created a process manual for Human Resources focusing on Employee Relations, Talent Acquisition, Compensation, Payroll and Benefits to facilitate training and team development for new and existing employees.•Partnered with Human Resources Directors to develop standardized operating procedures for new restaurant openings in international locations.•Developed workflow diagrams to identify and eliminate non-value adding work activities to improve overall business effectiveness.•Represented the Talent Acquisitions Team at career fairs to recruit prospective candidates for corporate and field positions.•Presented final analysis of Human Resources processes to Leadership Team explaining its role in Buffalo Wild Wings’ growth strategy.

Goodwill Easter Seals of Minnesota’s FATHER Project is a comprehensive program designed for disadvantaged fathers who want to become positive male figures and have an active role in their children's lives.•Developed strategic marketing initiatives to increase enrollment rates of participants and strengthen the relationship between partnering organizations.

•Researched HR policies and procedures for inclusion in manager’s manual to modernize business protocols. •Partnered with managers from various departments leading to clarified and updated job descriptions.•Modified performance review forms used during employee evaluations to initiate job assessment process.

•Educated customers on bank policies regarding account discrepancies and how to avoid future irregularities.•Clarified and explained federal bank regulation rules to ensure compliance.•Analyzed customer’s accounts to offer products and services to help customers achieve financial goals

•Served as primary point of contact for territory that held over 300 physicians with specialties ranging from podiatry to cardiology.•Represented sales team at medical trade shows by providing live demonstrations of new software.•Led user group meetings with clients to receive feedback and suggestions for software updates.•Partnered with hardware and software solution teams to create business proposals for prospective and existing clients based on needs assessment.•Performed prospecting activities for new business solutions while evaluating Cerner’s marketing strategies.