• Implemented recruiting process changes to streamline the hiring process and reduce time to fill 60%+ while improving quality of candidates presented. • Established onboarding process to welcome employees into the organization and ensure they have the basic tools and understanding needed to begin adding organizational value within 100 days. • Drove multiple initiatives intentionally designed to enhance employee engagement and improve organizational cultural norms, including a recognition platform which generated 2000+ interdepartmental recognitions in its first year. Worked with organizational influencers to create increased employee connection via new employee resource groups to promote better understanding and engagement with female and BIPOC employees.• Designed and executed on multiple new Leadership programs from top to bottom of organization: developed curriculum, partnered with thought leaders and outside facilitators (where needed) to provide leaders the tools and understanding needed to achieve critical business objectives. • Developed and implemented new learning platform to enhance the employee learning experience with just-in-time delivery of learning opportunities custom designed to their needs. • Launched new Performance management system to move employees from annual paper reviews to electronic, specific to each employee job title and individual development competencies. • Managed all employee relations issues to resolution with no HR related lawsuits or litigation filings.• Realized 50%+ improvement in employee turnover• Navigated myriad of COVID management policies and protocols with a focus on providing employees with a safe and secure place to do their best at work• Instituted additional organizational human capital initiatives, including market pricing, job titling, Career development ladders, and individual development plans

• Leader of global advertising services organization – ancillary revenue effort critical to organizational transition from hardware sales to service focused organization. • Drove aircraft growth from 600 aircraft to 1500+ aircraft with launch of 20+ additional airlines; associated revenue growth of $900K to $4M+ over within 2 years.• Responsible for overall advertising P&L 35+ total airlines delivering 3B+ ads per month, including full end to end process – initial/follow-up marketing & sales efforts, commercial negotiations, contract completion, technical integration/testing, inventory management, ad operations & campaign execution. • Expanded sales effort to encompass 25+ regional partnerships combined with creation of direct sales team to sell global brands on in-flight advertising inventory • Directed deployment of 12+ additional advertising products to augment current product suite. • Co-Founder of Panasonic Avionics LeanIn Circle (Council Chair, Strategic Planning & Direction)

• Responsible for execution of strategic people initiatives critical to organizational success, including all global employee engagement and employee communication efforts.• Led design and execution of global employee recognition program to augment local efforts as well as build engagement and volunteerism within the organization.• Architect and project manager for new HR service delivery model designed to improve service to domestic client groups.• Led project to deliver HR data analytic dashboards to organization.• Business partner to CEO, CFO, VP, Strategic Innovations, VP, Global Communications Services.• HR strategic focal for all M&A activities, including due diligence, retention strategies, and integration planning• Responsible for annual $1M+ budget for employee engagement activities.

•Leader of business initiative to rehabilitate foreclosed homes for sale. Responsible forall interior and exterior improvements for homes, including initial market/financial analysis, cost management, all procurement, attainment of any necessary permits, and extensive vendor management/negotiation. Ensured end product was completed in a workmanlikemanner, on time and on budget. Accountable for annual spend in excess of $3M andexpected to deliver within specific schedule timeframes.•Responsible for recruitment and daily management of 5-8 construction crews across varioustrades and multiple locations in San Diego county.•Offered equity partnership in start-up with former executives of previous employer (Accredited Home Lenders). Responsible for various start-up activities associated with company, including development of company website, negotiation with various vendors to meet criticalbusiness path initiatives, and creation/communication of new processes and procedures vital to company growth.

•Worked with CEO to design custom management program designed to rotate through various business channels. Intent of the program included: to give the trainee a better understanding of field production, to provide an opportunity to observe existing processes and make recommendations for improvement, and to expose the project manager to different areas of the business for career enhancement/development purposes.•Project manager for critical strategic initiative to move the company to a conforming/FHAmortgage platform; gathered requirements and created process flows for production staff,negotiated contracts with investors/vendors; interacted with executive management ona daily basis to provide vital reporting and recommendations for success. Met with senior management to determine appropriate milestones and delivery dates, and held saidmanagers accountable for accomplishing promised objectives within pledged timeframes.Executed key deliverables to take initiative from $0 to $80M in loan volume in 90 days. •Managed downsizing effort of ~30% of company staff across multiple locations, coordinated efforts across various departments to ensure as smooth an transition as possible for affected employees, balanced critical business needs in a rapidly deteriorating market with WARN and other legal requirements.

•Functioned as primary point of contact for Wholesale sales organization, consulting executive management on all HR related matters for an employee population of over 1500 individuals responsible for over $750 million in annual revenue. •Acted as HR Lead on the Central Integration Team (CIT), charged with coordinating allnecessary HR-related items needed to compete the $340M acquisition of Aames InvestmentCorporation; managed headcount reports and determinations of employee status;coordinated employee communication in accordance with WARN Act legal requirements;ensured smooth transition for over 1700 new employees coming onto Accredited’s payroll•Led design and deployment of expansive career/succession planning process for all exempt employees across the organization; gained vital executive buy-in; determined how businessplanning needs would interrelate with people needs; documented current/future gaps in the organization to be filled; identified potential positions, appropriate timeframes, retentionplans, and development needs for high potential employees.•Advised and coached managers regarding policy, procedure, and legal interpretations in addressing employee issues.•Documented all HR processes using Six Sigma Methodology; captured and analyzed crucial data;created metrics to measure and control key statistical indicators; identified audit points and process changes; deployed out to general employee population.•Gathered extensive cross-functional requirements and vendor analyses in researching an HRMS solution, including thorough reviews of Oracle, SAP, Peoplesoft, Lawson, and Employeasemodules/applications; documented future to-be state for user understanding.•Deployed online performance management system (eAppraisal) to over 2,800 eligible employeesand 300 managers; included evaluation of current process, determination of needs, vendor review/analysis, contract negotiation, and implementation – all within a 120 day timeframe.