As the Global HR Process & Systems Director | Global Process Owner - Performance and Talent, I partner with Center of Excellences (COEs) and Senior Leaders to translate business strategy into processes utilizing existing systems. My role primarily focuses on continuous internal improvements and global standardization – unpacking performance systems, talent strategy, and technology requirements to optimize efficiency.Recognizing the need for performance and talent management efficiency, I developed an entirely new strategy for how to utilize the Performance and Talent processes in Workday, a cloud-basedHCM technology. I work with the tech product owners and Workday architects team to execute a clear strategy and continuously assess new functionality. The alignment of employee/manager performance, talent management, technology solutions, and business processes resulted in individualized recognition from Workday corporate, and best practice sharing with external Workday customers such as Microsoft, AstraZeneca, Campbell Soup and Unilever. These solutions led to more simplified employee and manager processes, increasing efficiency, completion rates, and better customer experience though agile delivery, change management and education.My management also carries over to the annual performance review process, which evaluatesover 80K employees in 100 countries/markets. Notable achievements in this space include implementing a rating-less performance process in Workday and adhering to changing data privacy/GDPR requirements.At GSK, my leadership strengths are in communicating complex, detailed information intouseful resources for all levels and functions of GSK’s employees. These resources could include researcharticles, PowerPoint presentations, E-learning materials, and virtual trainings with 100 – 500employees. My leadership and management role extends across a matrixed team of tech andHR professionals and leading workstreams on cross-functional teams.

As a Human Resources Business Partner at GSK, I revitalized underperforming sales teams andoversaw 3 VPs and 350+ sales members across 24 states within a highly regulated industry.This role then progressed to serving internal employee groups following the change of HRservice delivery into a shared services model.During this time, I partnered with leadership to manage GSK’s wide scale sales force restructuring and restructuring smaller complex departments. It was my responsibility to analyze the top talent, inclusion and diversity, and performance management corporate objectives and steer the leadership team to achieve business and company goals. I have also handled complex disciplinary conversations and terminations, as well as facilitate employee and manager interventions to identify root cause and key drivers of performance challenges and minimize team conflict. In this role, I also had various opportunities to lead, and project manage continuous improvement and standardization projects and workstreams in the US and UK.

After my undergraduate degree from Drexel, upon completing my internship I received an offer as the full-time HR generalist to support the Consumer Health R&D and Business Development client groups. Notable achievements include managing the RFP process and external vendor collaboration to develop the new Consumer Healthcare Leadership Development Program. I also worked closely with GSK Creative Services and to create a cutting-edge Consumer Healthcare digital presentation featuring the SVP or HR for onboarding new hires across the enterprise to create a better, more welcoming experience.

After graduating from Drexel University, I was hired on by GSK as a Human ResourcesOrganizational Development Co-op. This role was my introduction to managing employees,learning workflow processes and developing internal materials to standardize best practices.It also taught me about the patient and consumer elements of the industry.