Global HR Leader for IEWC, advancing the way the world connects, stays powered, and drives forward through comprehensive wire, cable, and wire management solutions. As global supply chain partner to thousands of companies in manufacturing, infrastructure, broadcast, professional audio-visual and telecommunications, IEWC has been an entrusted partner supporting customer supply chain, logistics and product quality initiatives for 59 years. IEWC is an employee-owned company with 26 locations in nine countries, serving customers in 100 countries.

In this role I serve as Human Resources Leader for Owens Corning's Non-Wovens, manufacturing (4 plants in the U.S., 2 plants in Europe) and commercial (North America) business teams. Owens Corning (NYSE: OC) develops, manufactures and markets insulation, roofing, and fiberglass composites. Global in scope and human in scale, the company’s market-leading businesses use their deep expertise in materials, manufacturing and building science to develop products and systems that save energy and improve comfort in commercial and residential buildings. Based in Toledo, Ohio, Owens Corning posted 2015 sales of $5.4 billion and employs about 16,000 people in 25 countries. It has been a Fortune 500® company for 62 consecutive years. Please visit www.owenscorning.com .

In a role expansion from my former duties as Sr. Vice President HR, I assumed Operational Leadership for a provider of Management Consulting, Accounting, Human Resources, IT and Facilities Services. Served on Board of Directors for Sovee, a provider of translation and video services.

Lead a team of Human Resources professionals providing full functional HR leadership and services for a variety of clients in sectors including digital marketing, advertising, cloud services, application development, financial services, call center operations and other enterprises, with operations based in Tennessee, Arizona and Costa Rica.

Serve as an “at elbow” partner for the President of the Americas and senior leadership team, with operations spanning Canada, United States, Mexico and Brazil. Lead a functional team of 22 HR generalists and specialists. Provide direct leadership to three HR Directors and manage a $4.6M budget. Support strategic and annual operating plans applying rigor and driving HR processes such as recruiting and staffing, talent management succession planning, performance management, compensation reviews, organizational development, and employee engagement.

Served as HR partner for Vice President/General Manager of a 300M business unit spanning Canada, Mexico and United States, as well as Vice President/Chief Technical Officer Research and Development with 200+ Engineers based in Milwaukee, Singapore and Beijing. Supported these Executives and their leadership teams in delivering strategic and annual operating plans while leading a functional team of six HR generalists. Applied operating rigor and drove HR processes: recruiting and staffing, talent management, succession planning, performance management, compensation reviews, organizational development, and employee engagement.

Served in a variety of HR roles growing from individual contributor, to supervisor, to manager, across multiple functions including Manufacturing, Research and Development, Marketing and Sales, and WHQ staff roles. In my final role, I reported to the Plant Manager, and was selected to lead Human Resources and a staff of 17 professionals in the areas of labor relations, hourly personnel, safety, workers compensation, medical, security, salaried personnel and training for this 3,000 employee facility. Served as the Chief Negotiator with the United Auto Workers Union. Successfully led negotiations of a new competitive operating agreement to improve productivity and viability of the facility.

Based on a recommendation from the outgoing Plant Manager and the Division Director of Operations, I was promoted on an interim basis to Plant Manager, to lead production and overall operations of this 1,200 employee operation (at that time). Met production target of more than 9,000 vehicles. Oversaw multi-week downtime period and achieved better than budget in areas of safety, quality, and cost.