Children International improves millions of lives and helps hundreds of thousands of children escape poverty’s grasp. WWW.CHILDREN.ORG

In this role, I serve as a key contributor to executive leadership team executing large-scale M&A, transformation, divestiture & human capital engagements for Fortune 500 corporate clients, top tier PE funds and PE owned portfolio companies. ✔ EXECUTIVE LEADERSHIP: As a strategic thought leader, I partnered with CEO and Head of Strategy on end-to-end integration of two global high-tech organizations, consulted with multiple private equity firms and conducting comprehensive due diligence for acquisition targets. I lead commercial and operational diligence across US, Mexico, Canada, and Brazil comprised of process manufacturing, industrials, chemicals, agriculture, and service industries. I was instrumental in transforming the operating model, portfolio strategy and taxonomy, go-to-market strategy, change management resulting in $200M+ in synergies. ✔ GLOBAL TRANSFORMATION/MERGER ACQUISITION/DIVESTITURE:I spearheaded an end-to-end merger integration of two aircraft MRO businesses and served as a key contributor to designing new operating/organizational structure and commercial go-to-market strategy. This resulted in full integration of 50+ individual workstreams to the global business. I championed the launch of an enterprise-wide change management program which exceeded synergy goals by 50% within 12 months of close.✔ PEOPLE & CULTURE: I drove several successful HR integration and transformation engagements as a trusted advisor to the CHRO. I contributed expertise for redesign of HR operating model/structure, pivoted HR function from transaction model to strategic focus service delivery; upskilled talent and evolved DE&I agenda. I have been a catalyst for devising strategic organizational HR system roadmaps and leading streamlined global integration/updates/enhancements.

I was engaged as a corporate officer reporting directly to the President and CEO to lead global Corporate Services; HR, IT Services, Corporate Affairs (communications, branding, community giving), process improvement, corporate facilities, transformational change, and merger integration with 3200 employees/$1.4+B annual revenue. I devised core values and mission and was accountable to Compensation Committee, and Board for executive compensation, human capital, and talent development initiatives. Through personal advisement, I eliminated my position as an optimal decision for future success.✔ EXECUTIVE LEADERSHIP: I pioneered a forward-thinking labor strategy and was instrumental in transitioning from compliance to collaboration focused on negotiating with unions to promote flexibility/cost savings. I formalized contingency planning process despite labor disruption. Additionally, I spearheaded multi-year transformational initiative; integrated business processes and enterprise-wide applications with the deployment of JD Edwards supply and demand planning, manufacturing, maintenance, warehousing, logistics, distribution, and financials and implemented advanced automation on Oracle platforms. I contributed expertise as an Executive Coach to C-suite to strategically align human capital with corporate goals. I provided leadership for high performing team of 70 and managed $20M annual budget/$25M multi-year CAPEX.✔ GLOBAL TRANSFORMATION/MERGER ACQUISITION/DIVESTITURE:I orchestrated seamless $475M Brazilian agribusiness/$85M Canadian micronutrients business acquisition integrations.✔ PEOPLE & CULTURE: During my tenure, I was successful at transforming the organizational culture, pivoting to empowerment, accountability, transparency, and high-performance model. I conceptualized and deployed a Total Rewards Program to engage top talent and optimize retention. I drove implementation/adoption of strategic HR tools; Oracle Fusion/Taleo platforms.

I served in two corporate officer roles reporting to President and CEO, with accountability to HR/Comp Committee & Board on executive compensation and human capital for 5500 global employees/annual revenue of C$11B+, operating in 20+ countries. I led global HR, Procurement, Real Estate and Facilities, Corporate Security, Aviation and Engineering and all major transformational change/merger integration programs.✔ EXECUTIVE LEADERSHIP: As a key thought leader, I was a key leader during the sale of Viterra to Glencore for C$6.1B. This included pre-sale restructuring, post-sale divestures and a region-by-region integration into Glencore. I served on Compensation Committees and a was a key contributor at Board meetings on HR, IT, transformation and change topics. I led a team of ~125 with full accountability for $30M budget.✔ GLOBAL TRANSFORMATION/MERGER ACQUISITION/DIVESTITURE:I was a fundamental contributor to integrating two transformational global acquisitions; $1.9B and $2.9B; synergies exceeded goals. I took organization to new heights through integration of four bolt on deals from 2008-2010 ranging from C$65M to $240M each. I deployed standardized enterprise-wide integration processes to streamline efficiency.✔ PEOPLE & CULTURE: I launched Total Rewards Programs, defined contributions, and 401K pension. In addition, I served as an ambassador for Talent Management Programs to foster “pay for performance” culture; executive/personnel succession plans, talent inventory, employee recruitment, diversity, development, and engagement. My partnerships with HRCC/consultants allowed me to revamp Executive Compensation Program. I pioneered a HR Shared Services Model and transformed service delivery partnering with regional Total Rewards/Talent Management. I established a labor/industrial relations strategy and steered the organization through major labor disruption, this enhanced leadership training which allowed for 2009 long-standing bargaining unit decertified.