Warner Bros. Studio Operations oversees the physical operations of Warner Bros. Studios, representing some of the foremost motion picture, television production, and post-production facilities in the world.• Provide strategic people leadership for the Warner Bros. organization globally, encompassing 11 facilities in the US, UK, and Japan. • Manage 4 direct reports and 18 indirect reports, support 4,500+ employees, and oversee an annual budget of $2.5M. Launched a new people strategy focused on 4 core priorities: Talent, Engagement, Development, and Data. • Expanded leadership development, career growth, and succession planning activities, with a primary focus on developing essential people skills within the leadership team. • Created a mentor program that enables frontline staff to engage directly with senior leaders in all three Warner Bros. businesses. Over 150 team members have completed the six-month program, which has solidified participant relationships and provided mentees with valuable teachings to enable ongoing personal development. • Leveraged data and analytics across business lines to improve succession planning, help company leaders identify shortfalls, and refocus their attention on areas that are most likely to make a positive impact. This initiative has provided valuable insights and people metrics, created a comprehensive view of the workforce for the first time, and helped Warner Bros. hire from diverse populations that truly mirror the communities we operate in.• Directly support and manage the negotiation of multiple labor contracts. Secured successful renewals for all Collective Bargaining Agreements while delivering a completive balance in the areas of pay and benefits. • Lead in-house and third-party security operations globally, encompassing facility security, production security, talent security, high-risk news security, executive protection, investigations, and proactive security measures.

A global leader in integrated services for customer experience solutions, the Sitel Group has 170,000 employees operating across 70 countries and generates $4B in annual revenue. • Built a collaborative Human Resources Business Partner department to design, implement, and execute HR initiatives in full alignment with Sitel's business objectives. Created an organizational mindset of autonomy and local empowerment and worked to position the Sitel brand at the forefront of the industry. • Managed 9 direct reports and a full team of 175+ supporting 20,000 employees across the Americas (US, Canada, Mexico, Panama, Venezuela, and Colombia). Drove the Strategic People Plan for the Field HR, Talent Acquisition, Employee Relations, Learning & Development, Total Rewards, Compensation, and Benefits teams.• Collaborated with global HR and business operations leaders to implement impactful policies and programs, develop workplace enhancement strategies, and ensure employee engagement and retention. • Transformed the HR function leveraging a business partner model, reduced tactical work performed by HR leaders, and shifted to a “hunter” approach in recruiting talent. Implemented a new leave of absence process handled in-house, which eliminated the need for a third-party provider to properly navigate leave management. • Created a data and analytics-driven “Health of Site” heat map that provided new perspectives about what defines success beyond financial metrics. With the integration of market data for benchmarking, this tool provided a clear assessment of the competitiveness and lifespan of call centers, as well as insights on where to open new locations.

Coca Cola Refreshments is a subsidiary of The Coca-Cola Company, the worlds largest beverage company, with a portfolio of 2.1 billion-dollar brands enjoyed by consumers in 206 countries worldwide.• Led Human Resources strategy and execution for the Coca Cola Refreshments West Operating Unit, encompassing more than 7,500 associates, 33 facilities, and $21B in annual sales. Headed end-to-end talent management, controlled the overall employee environment, and ensured organizational effectiveness.• Managed 7 direct reports and a full team of 22, covering labor relations, employee relations, and talent acquisition centers of expertise.• Led the redesign of the West Operating Unit’s HR organization to deliver superior customer service and cut costs. Evaluated staff, replaced over 75% of field teams, and reduced time to fill for high volume jobs by 59%.• Instituted a disciplined HR analytics process to drive accountability and create key measurements for organizational health. In just 18 months, improved female hiring by 25%, reduced ER cases by 30%, decreased grievances by 55%, and eliminated $2M in legal payouts.• Addressed high Merchandising Department turnover and disparate hiring practices by creating a culture of organic change and biannual leadership development forums. Reduced turnover from over 35% to 18%, increased female representation from 3% to 12%, and reduced overtime spend by as much as $5M annually. • Oversaw labor relations, encompassing the negotiation and maintenance of 28 collective bargaining agreements covering 50% of employees. While in role, all CBA renewals have come under authority with no work stoppages.• Established an organization goal to improve diversity and inclusion and led the transformation to a modern and multicultural environment. These efforts have created a workforce that is 75% multicultural, 45% millennial, and 18% over the age of 50.

• Responsible for leading Human Resources for Field Sales in the West Operating Unit, encompassing 7 direct reports, 3,500 employees across 13 states. Worked to develop the leadership talent pool and create a diverse workforce, to successfully drive business growth and adapt to the changing landscape. • Following the acquisition of Coca Cola Enterprises by Coca Cola Refreshments, tasked with creating the Pacific Northwest Region from the ground up. The resulting business grew 3 times faster than the rest of the country, increased female representation by 25%, and received recognition with multiple Best of the Best Awards. • Created diversity strategies that reflected the communities and customers we served. Improved female representation for frontline staff and created special forums to support growing female leadership. Served on the Diversity and Inclusion Council for business units across the country and led the local D & I Council.• Developed a team of 6 HR Business Partners to ensure the successful execution of the company’s People Strategy in every market. Created comprehensive action plans, set targets, and worked to build similar plans with local HR teams. This project set the foundation for the disciplined Human Resources organization created in 2015.• Designed a custom program to improve the recruitment of college graduates in the West; the program is still used today and viewed as a proven success for entry into the Coke system. Launched a pilot program for the Boys & Girls Club of America; out of 14 nationwide participants, 75% were hired as full-time employees.

• Responsible for Human Resources across company facilities in the San Diego and Los Angeles Market Units, encompassing 1,500 associates and approximately $1B in annual sales. Oversaw talent acquisition and development, employee relations, labor grievances, and regulatory compliance matters. • Managed all internal investigations for multiple levels of employees. Acted as company agent for all legal matters, held responsibility for EEOC charges, and made final decisions for employment.• Served as company representative with 6 local Teamsters Unions. During time in role, managed successful outcomes for all terminations, grievances, and arbitrations. • Significantly improved female representation in frontline sales force and management positions, following a major reorganization in 2007. Ensured a diverse slate by early 2008, increasing female representation from zero to 4% for Warehouse Builders, 18% for Account Managers, and 30% for District Sales Managers.• Established an innovative program to foster learning and provide continuing education opportunities for workers. Built partnerships with local community colleges and organized evening onsite certificate classes. These easy access classes are still in use today for the Retail Management Program.