As the first HR hire following an unexpected HP divestiture, completely rebuilt infrastructure for 150 staff who were left without HR records, technology, processes or leadership. Held attrition at <5% across San Francisco, Colorado, Australia, and Europe offices during 2 years of massive transformation.Co-developed reorg strategy with CEO, including planning a multi-phase 8% RIF across Marketing, Design, Partnerships, Operations, and IT.Assembled new leadership team, replacing HP-inherited Marketing and Product leads with external hires and promoting directors and senior managers from within to grow steering committee from 8 interim staff to 13 committed executives reporting to the CEO.Set up ‘business partner’ alliances with 20 global leaders to safeguard the company from pending litigation and investigations; coached executives via 1-on-1 sessions and group presentations regarding employee communication, hiring, and performance management.Built a brand-new HR organization from the ground up, including defining all policies and hiring and onboarding CHRO, a team of HR Business Partners, Office Manager, and a Contract Recruiter.Designed annual performance review program tied directly to newly defined corporate values and management trainings in order to identify, reward, and develop top performers; oversaw the review, ranking, and re-incentivizing of 120 staff in first year.Formed Employee Engagement Committee to champion cost-effective team-building initiatives such as happy hour, movie nights, and fitness clubs, rolled out globally; crafted game-changing employee satisfaction survey, garnering 100% response rate 2 years in a row.Established Onboarding Committee to invent an engaging 90-day experience for new hires via cross- training, rotations, IT setup, absorbed 25 international hires on H1B, L1, and F1 visas. Defined company-wide roles and responsibilities to reveal career pathways and succession plans in all disciplines.

Retained by leadership teams of 2 high-growth albeit disorganized startups to roll out and solidify HR operations in preparation for aggressive scaling of their enterprises. Served as both a Consultant and interim HR Director.Advising on HR Policies for Solano Labs (acquired by General Electric)Advised leadership on standardizing bicoastal HR business processes for an engineering-led SaaS startup.Advised management with recruiting for San Francisco, Boston, and Ukraine offices by designing onboarding programs and creating ‘total rewards’ compensation with richer benefits package.Advised team on facilitation of HR IT implementations, including performance management tool and ATS solution.Setting Up Human Resources for Virool (acquired by Turgo)Constructed HR operations from scratch, including strategy, reporting structure, and policies for this Y-combinator-backed social video ad platform startup that doubled in headcount to 55 staff in San Francisco, New York, and St. Petersburg, within 8 months.Served as a trusted HR Business Partner to cross-functional business leaders and C-level executives to navigate employee terminations, litigation claims, and H1/J1 visa issues.Implemented Zenpayroll and Zenefits as well as performance management tool and internal wiki.

As first HR hire for this video equipment rental marketplace, built out end-to-end HR operations, staffed HR team, developed HR budget, and doubled headcount to 80+ staff in CA and MA offices. Achieved unheard-of retention amongst both salaried and hourly employees – a key component in attracting buyout from Shutterfly.Executed 20% RIF and reallocated savings into a >3% salary increase across the board for retained employees in order to increase retention, lower costs, and maximize productivity.Developed ground-up HR infrastructure, systems, and processes around recruiting, onboarding, compensation, benefits, performance management, and termination.Single-handedly recruited, hired, and onboarded 40+ new hires, including engineering leads and non- exempt customer service and warehouse personnel on both coasts.Coached managers on workforce planning, performance management, training, and “managing out” employees in compliance with state and federal labor laws.Facilitated successful exit strategy, including preparing HR files for review, shopping for buyers, and working with Shutterfly leadership on M&A due diligence.

Managed 5-person HR team in supporting 191 Neonatology employees in the medical school, including recruiting, onboarding, H1B/J1 visa processing, compensation planning and annual increases, employee relations, team-building, training and development, performance management, and benefits administration.

Oversaw Benefits, Retirement Plan, Payroll, and Time & Attendance for 22,000 non-faculty campus employees, as part of a lean 17-person HR group. Promoted several times due to accuracy, ability to develop HR staff into trusted resources, and excellence in advising employees on the complexities of payroll and benefits.