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Global Service Relationship Manager, Global HR Strategy, Planning and Transformation HR strategy office business manager with expanded support for departmental objectives associated with transforming global HR business operations around globally. Executed major change initiatives which included management $60M+ global HR budget and reporting analysis of business transformation activities which centralization of the function. Managed financial risk and opportunities and global HR operational budget and facilitated cross-functional collaboration.• Accomplished 16% overall area budget reduction by partnering HR Operations with business leadership teams to model a program driving change and evolution.• Transformed HR functional area to run like a business function with higher efficiency and governance standards.• Reduced HR Ops departmental budget by $30M+ over 4 years by implementing efficiencies and honing supplier portfolio which ensured meeting savings targets annually, resulting in mitigating risk and prevented negative financial impacts.Global Service Manager, HR Operations and Vendor Management 2014 – 2016Created new HR strategic vendor management team. Leveraged commercial negotiations, project management and people skills to establish state-of-the-art global HR vendor management program. Identified, hired developed global team, managed, support, administration of all HR global commercial agreements and supplier interactions end to end. Developed and supported HR supplier portfolio and services catalog. Managed strategic oversight of HR suppliers and third-party partners. Supported supplier diversity efforts to infuse organization with selection portfolio choices which mirrored customers. • Generated $8M+ in annual savings and cost avoidance by designing transformational processes and aligning to new model. Transformational thought leader who provided knowledge transfer

Single point of contact and subject matter expert for all contract-related, financial management and tender activities within IT. Developed and negotiated contract terms, conditions, modifications, penalties and incentives. Collaborated key stakeholders and ensure requirements were met and aligned to Corporate Vendor Governance Program. Reviewed vendor relationships at regular cadence, ensured receipt of business value extended beyond commodity partners provided.• Designed, developed and managed a global VMO structure which guided department managers through contract review process, delivering clear efficient objectives.• Partnered with legal, business and finance stakeholders developed comprehensive supplier governance framework, enabling effective consistent management of IT vendor related activities globally supporting 33 locations on 3 continents, specifically; North America, Asia and Europe which provided transparency and accountability to all parties. • Supported and developed company policy initiatives around minority supplier programs, supporting regulatory requirements.

Managed multi-million Vendor Management program for IT division, including communicating standards around vendor selection, performing due diligence, negotiation, contracting. Provided on-going monitoring of significant supplier relationships, including outsourcing and off-shore engagements. • Decreased spend year over year by monitoring and managing division-wide initiatives impacts related to fiscal targets.• Delivered enhanced services and support by modeling and staffing centralized team, partnered with key stakeholders, executing sourcing initiatives. • Delivered savings and standardization by managing operational performance and contractual compliance of outsourcing partners and other strategic partners.• Owned RFP process in concert with business owners driving adoption, compliance, established performance measures, service level agreements and performance guarantees.• Owed contract negotiations and database management of supplier relationships including; contract terms, fee arrangements, performance guarantees, change orders, SOW, and renewals.• Produced reporting outlining: vendor performance vs. expectations, inclusive of cycle time reduction, quality improvements, trending, including performance, expectations, guarantees, corrective action plans and development of contingency plans. • Leveraged best practices and stakeholder needs, systematically codifying and continually improving enterprise sourcing knowledge, tools and databases.