Helping organizations gain leading edge competitiveness through effective management of their Human Capital. Specialties include executive coaching, training programs, leadership development, wellbeing, culture improvement, high performance, and process improvement.

Head of HR function responsible for establishing human capital strategy and leading team of HR professionals. Led steering committee to create company's mission, vision and values. Implemented core competency model and leadership development programs. Established the company's annual performance management process and introduced performance rating scales. Led remuneration committee, established company's first compensation structure and salary planning process. Designed workforce planning to support rapid growth plans with 500% increase in employee headcount. Supported IPO on the NASDAQ listing.

Head of the global talent management department, reporting to CHRO, led team of 38 HR professionals. Oversaw all talent processes and programs such as succession planning, leadership development, performance management, culture and employee engagement, diversity and inclusion, talent acquisition, and employer branding for the enterprise globally. Designed numerous training and development programs including Leadership Development Program (26 employees), Commercial Development Program (12 employees) and Women’s Empowerment Series (30 employees) to build bench strength and increase diversity in leadership pipeline. Led culture efforts, resulting in 84% engagement score and Great Place to Work certification in 13 countries. Championed new method of performance management, resulting in quarterly touchpoints and no annual ratings. Established D&I strategy and roadmap, increased women in senior management roles by 5%, launched Executive Inclusion Council, launched Allies for Inclusion training program, led virtual series for Daring Dialogues, launched and sponsored ERGs, created global D&I ambassador network, launched playbook of best practices, published scorecard to hold leaders accountable. Led transition from regional to global Talent Acquisition structure, aligned TA partners to functional areas of expertise for better sourcing and pipelining, re-implemented ATS, saved $600,000/ year on agency fees, and transitioned service providers to save $1M over a 3-year period. Established employee value proposition, created social media strategy and content calendar and oversaw all internal employee communications.

Led the global processes for talent management, succession planning, leadership assessment, leadership development, learning and development programs, performance management, diversity & inclusion, organizational health, employee engagement and culture transformation. Designed global talent management strategy and 3-year roadmap, implemented competency model as foundation. Responsible for strategy, curriculum development, vendor section, and budget management for all learning programs. Global leader for organizational health and employee engagement (increased org health index score from 22 to 57). Change management leader for culture transformation and top team effectiveness. Led global performance management process for the enterprise globally. Facilitated talent reviews to identify high potential employees and successors for critical jobs at the executive level. Provided strategic direction to C-suite on organizational structure, RIF and resource allocation. Led diversity & inclusion strategy and implementation, established and oversaw 7 ERGs.

On July 1, 2015 we completed a spin-off from DuPont and launched as an independent, publicly traded corporation. When we closed our functional support office in Singapore, I became the interim Global HR director for the entire $3B business unit. Additionally, I served as the Global Change leader for the implementation of Workday. I led a team of 10 Change Champions who were responsible for training 8,000+ end users in 39 countries. I led the coordination of all communication and training for the HR function’s most important initiative.

Promoted to lead the North America HR team that supports the $3 billion TiO2 business. Managed team of 6 HR generalists in 4 manufacturing sites. I led change efforts to prepare the team for a $6B spin off. I led the strategic workforce planning and org design efforts to save $50M with a shutdown of a union facility, $4M in re-structuring, and $8M in voluntary separations.

HR Leader for the Global Fluoropolymer business as well as the HR leader for the entire North America region. Led the integration of $260M fluoroelastomer business and divestiture of $16M surface care business. Re-structured the commercial teams to reduce cost of labor by $2M. Challenged leaders to raise the bar on performance while championing all people processes. Our employee survey told us that there was a need to focus on Growth & Development so I hosted a Career Day and launched an employee SharePoint site. As the site wellness coordinator I led the Fit4Life team to deliver engaging wellness challenges, for this I was honored with a DuPont Core Value Award.

Supported 8 VPs in Sales & Marketing, Business Development, Portfolio, Compliance, Internal Audit, and Government Affairs. Led the implementation of the company’s new vision & values as well as employee engagement and productivity initiatives. Led the organizational re-design efforts for the commercial team. Partnered with compensation to re-level Account Management positions. Took the initiative to create behavior based structured interview guides.

HQ assigned thought leader for our centralized campus program, supporting 120+ generalists in the field. I led the campus relations strategy in order to triple the number of campus hires and reduce annual recruiting expenses by $400,000. Created a robust recruiting toolkit, developed leaders for each campus and established relationships with core campuses and strategic partners. Served as the national change leader for the implementation of our ATS ($5M contract) and trained 150 end users. After the implementation I served as super user/gatekeeper for Kenexa Brass Ring where I streamlined offer letters and job descriptions as well as improved the internal mobility and employee referral programs. Other projects included reward and recognition for our top sales performers as well as improving organizational effectiveness.

Generalist supporting 700 employees in a manufacturing facility. I was honored with outstanding performance award (Q1 2011). I investigated and resolved all employee concerns while developing relationships with the front line. I built capability of the management team through 4 professional development trainings and numerous coaching sessions. I drove ownership of business results and helped lead my site to place 3rd (out of 36) in a national HR scorecard. I led performance management and succession planning for salaried employees and I supported all change initiatives at the site. I managed a $25,000 recruiting budget to recruit and onboard 10 new managers and 7 interns. After influencing the senior leaders to change, I revised and significantly improved the onboarding and summer intern programs. I conducted safety investigations and prevented two recordable injuries. I developed a computer class training as part of the employee in-reach initiative and actively supported community outreach events for our diverse Employee Resource Groups.

Managed the First Impressions Division, which consisted of 35 diverse employees and 3 managers in several off-site locations. Clients included Pfizer, Marsh & McLennan, Rockefeller Business Group, JP Morgan Chase and the acquisition of Bear Stearns. I managed, counseled and motivated employees to improve performance, investigated all employee relations issues and resolved any conflicts. I ensured each client was properly staffed and administered raises, promotions, disciplinary actions, terminations and layoffs. I successfully started up a new venture with the company’s most prestigious client, managing all people aspects for the $500 million Empire State Re-Building project. I recruited, selected and trained 15 employees and then led the team to a successful grand opening of a new concierge desk at this world famous NYC landmark.

Researched, designed and implemented a company-wide training program. The Management Trainee Program was designed to give all new hires an insight to the company’s culture, products and services to ensure a quicker ramp up period and their long term success within the organization. The 6 week training program took a multi-faceted approach incorporating case studies, role playing, individual and group projects, demonstrations, and formal classroom trainings and on-the-job training simulations. Assessments were conducted to determine high potential employees, as well as career paths that the new hires would be best suited for. I worked closely with senior management to guarantee company objectives were met by properly developing the new talent and updating the curriculum for changing business circumstances. Average rating of program participants was 4.9 out of 5.

Maintained relationships with over 50 accounts, offered recommendations and industry best practices to help clients streamline their pre and post hire processes. Clients included Tiffany & Co, Hershey’s, J. Crew, New Balance, eHarmony. Proactively identified areas for improvement to prevent problems and identify up sell opportunities. Trained hundreds of hiring managers, recruiters and HR leaders on how to best utilize the recruiting software. I was recognized as the department’s top performer after increasing the company’s annual recurring revenue by $200,000 and maintaining a 98% customer renewal rating. After one year in role I was promoted to manage a team of 4 Account Managers.

Organized campus recruiting events, assisted in selection process and onboarding of new hires. Supervised 10 interns, coordinated weekly scheduling, and assisted the SVP with special projects.