-Spearhead and manage a global team of 3 in facilitating to achieve exceptional deliverables and exceed client expectations,-Drive M&A planning, strategizing for HR/HR Services across more than 50+ countries,-Partner with HR M&A and business partners to consult and guide operational integration from strategy, due diligence to deployment and hypercare,-Manage (per annum) 15+ project deals across many global stakeholders including project managers, business partners, HR, IT, finance and legal proposal management organizations,-Salesforce Champion/Ambassador for HR Shared Services,-Primary point of contact and issue resolution on transition activities (mergers, acquisitions, divestitures) for corporate functions including Payroll, HR Admin, Travel & Expense, Reporting, Systems,-Create, pilot and implement 3-stage day 1 readiness program successfully leading to reduction in integration lead time,-Manage and oversight of over 100+ contractual relationships in maintaining dedicated service transitions as part of the M&A space,-Spearhead and manage a global team of 3 in facilitating to achieve exceptional deliverables and exceed client expectations,-Support in steering customer strategy based on HR Shared Services one-time and project operational estimations in the form of SOWs and transitional agreements,-Strategy formulation: regular interaction with business leaders to synthesize inorganic strategy, detailed segment business vertical analysis (market trend etc.);-Participated in establishing global Transition Services management to provide governance and standardization over functional transformation activities;-Align new go-to market strategies to customer facing operations and enable long-term integration planning for subsequent acquisitions;-Led business development for seeking new opportunities and product advancement projected to result in USD 600K+ in revenue.

-Led merger, acquisition and divestiture related integration activities from due diligence through integration and operational hand-off;-Developed and managed M&A team of program managers, project managers and SMEs in execution of integration (~18) and carveout (~6) initiatives;-Established and fostered relationships with C-level leadership to partner with clients in better managing programs;-Assisted in development of budgets (P&L);-Managed M&A team and oversaw hiring, performance management and career development;-Built financial models translating into revenue growth strategies, go-to market plans costs, and more effective due diligence estimates;-Handled USD 1 Million + in revenue per fiscal year for one-time project charges;-Redefining of the cost estimate process to structurally change the integrity estimations to buyers of one-time project services; new process allows for a lowered risk contingency as work is captured more accurately;-23-page business strategic plan helping facilitate and drive the concept of entrepreneurship; examining a wide range of value enhancing strategic opportunities to drive development of a service portfolio;-Development of a Mergers, Acquisitions and Divestiture (MA&D) handbook that facilitates and drives all MA&D activities within functional shared services and aid in streamlining the functional understanding that all service lines have within functional shared services;-Led and designed digital transformation project for Canada processing of shadow payroll for online automated AWS dashboard and database;-Led request for proposals (RFPs) and developed a new service program expected to have USD 400K of revenue;-ISO/CIMM support in reviewing service lines market readiness;-New Horizons Global development program, assigned to focus on Increasing the Speed of decision making and developed a MVP.

-Key player in receiving Runner-up Award for 2017 US Operational Excellence Award in Cost Savings – Large Project Category for partial automation of a Global Remuneration Breakdown spreadsheet;-Key player in receiving 2018 Operational Excellence Award for a project that led to over USD 400,000 in cost savings, 18 business day reduction in processing time, 45% reduction in process corrections;-Manage/train 50+ travelers and managers in Canada on internal/external procedures in global mobility;-Establish new lines communication with Business Units to manage expectations (project consulting, cost estimates);-Meetings with Business Units for process overviews to gain outlooks on the Business Unit goals for travel & proactively find solutions for Business Unit needs;-One Travel Policy enactment in Canada to establish GMSC AM precedence and positive reputation among Business Units with effective implementation of travel policies;-Instrumental in successful implementation of a Global Payroll Manager to streamline the tax year end process by solving delivery deadline issues, inconsistent data, and reducing liabilities to the company (inclusive of employees and Business Units) for tax years in 2017, 2018 and 2019;-Craft adaptive, consulting-oriented immigration and tax trainings for Business Units in Siemens to aid in client understanding of global processes;-Ensure compliance in consulting Business Travelers and Business Units on international immigration and taxation requirements to mitigate business exposure to Siemens;

-Facilitate off-site excursion to analyze inefficiencies and commonalities between BT and CPD travel teams and foster interpersonal relationships between team members-Consult Business Travelers on travel requirements utilizing systems and several other resources to ensure compliance and reduce international business exposure

-Utilize Social Media platforms (Facebook, Twitter, Instagram, HootSuite) to create a proper brand image and market the Orlando Chorus-Analyze trends for performance based entertainers and social media platforms to situate the Orlando Chorus in a prime position for competitiveness-Engage in monthly Public Relations meetings in helping plan and manage content calendars, press releases, and branding for the chorus

-Designed and implemented better inventory management system that led to increases in efficiency-Organized the first ever staff meeting; subsequently, creating an organizational culture of better communication and openness

-Inverted a negative social media trend; monthly, grew overall social media accounts by at least 5% (Twitter, Facebook, Pinterest) -Served as part of a small team that planned and orchestrated venues, speakers and participants for a large annual conference (500+ attendees)