Darlene Meier - Jimenez Email and Phone Number

• Lead global HR support for Google's $XXB hardware business, overseeing reorganization of sales team and implementing change management strategies.

• Work directly with the CEO and COO on company-wide strategy, goals setting (OGSM), and re-organization to maximize profits and revenues• Responsible for all compensation programs and reviews which included the enhancement and roll out of benefits and wellness offerings for 2021 and a comprehensive wage analysis for 2022• Redesigned the Talent Acquisition process to include the expansion of our diverse talent pipeline; increased LinkedIn followers by 45% and developed ERGs to drive inclusivity of employees (currently 40% POC, 84% female, 25% LGBTQ+)

• Head of HR for all Marketing, Product Development, Digital, and Creative for the Consumer Products Division of L’Oreal (L’Oreal Paris, Maybelline, Garnier, Fructise, Essie, Carol’s Daughter, and SoftSheen-Carson) gross rev $Xb • Staffed, developed and led an entirely new HR Business partner team (4) in support of the new vision for HR transformational leadership which led to an increase of 10% in HR satisfaction within the division measured by leveraging Perceptyx • As a strategic business partner led all business units through a redefined Talent Review and Development planning process: identifying key talent, creating career roadmaps for marketing and digital careers, defining and utilizing quality succession plans and understanding capabilities needed to deliver for the future success of the organization. Increased competitive pay ratio by 2% and returned 2.3% of headcount budget in salary savings for 2018 without cutting headcount• Increased employee engagement by 12% in 2018 for the Consumer Products Division measured by leveraging Perceptyx

• Divisional lead of organizational change project SMART (Simplicity, Motivation, Agility, Responsiveness and Team spirit). Coach and counsel business unit executives (2 Presidents, 8 General Managers and 3 Heads of Functions) on issues pertinent to leadership, change management, organizational effectiveness and leadership for 620 people.• Facilitated project team readiness activities which included implementing DISC as a tool to build effective leadership and teams, a first in L’Oreal USA.• Member of the strategic global employer branding initiative to revise and launch the L’Oreal Employee Value Proposition for the Professional Hair Division • Increased training participation for sales and education by 98% in 2016• Increased employee enablement and engagement by 8% in 2017 for the Professional Products Division (leveraging Korn Ferry for our benchmark)• Project people lead for the M&A of two brands (Decleor and Carita)

• HRBP lead for luxury haircare brands Kerastase and Shu Uemura Art of Hair sold exclusively in salons. Led business critical change management project of their sales force; strategy included assessment of the current team, redefined the expectation of field sales manager, and development of talent with a redefined bonus plan for the field team which contributed to the brand sales increase of 16% for 2013• One of 11 total Global HR “Junior Talents” identified to work with the CHRO to participate in a 1.5 year project to lead the vision for the HR of the Future. Project lead to upskill HR generalist in leveraging organization behavior practices to drive change management.

Maidenform Brands, Inc., is a global intimate apparel company with a portfolio of the top recognized brands in the intimate apparel industry (Maidenform®, Flexees®, Lilyette®, as well as a licensee of Donna Karan). • Lead Maidenform’s Global Talent Recruitment team to ensure that exceptional candidates are recruited in a cost effective manner and developed to satisfy current and anticipated staffing needs, consistent with business goals for the Company’s changes and growth. (Particularly IT for SAP upgrade, Supply Chain, and senior executives)• Develop and implement change management strategies to support critical evolution of the business and achieve desired business results that are sustainable over time which included a reorganization in Merchandising/Design and a global reorganization for Supply Chain. Direct report to the SVP of HR, managing 4 direct reports• Co-Developed a Global Talent Management Program that fosters a people development strategy which includes succession planning, performance management and continuous upgrading through selection and development• Lead the annual performance and development review and cross-calibration process • Championed & assisted in facilitating DISC coaching for senior leadership & second tier management teams • Developed a University Relations Program that aligned business unit needs with specific campus efforts; remained budget neutral despite an increase of 15 students for our 2013 season in addition to a cost avoidance of over 78% of budget • Project lead for 2013 implementation of an ATS (Success Factors)• Reduced 2012 time to fill by 10%, and cost per hire by 132% by re-designing the Talent Acquisition process including defining workflow, approval routing, and reporting and analysis

Leading Consumer Package Goods Company for Pet Supplies with sales over $400 million• Provided HR support at the 550,000 sq.ft. primary distribution and manufacturing facility with over 350 union and non-union employees with 2 direct reports reporting to VP of HR• Led the Contract Negotiation Team by developing bargaining plans which included the gathering data for pre-labor contract preparation analysis, trending, costing, and participating in the actual negotiations which led to a 40% savings• Designed and implemented a Corporate Safety Awareness Program that led to training a cost avoidance of over $140,000 for all 3 manufacturing and distribution facilities by partnering with the Occupational Training & Education Consortium at Rutgers University • Participated in a corporate initiative to reduce overtime in supply chain by analyzing OT hours in labor cost compared to sales and adjusted head count totals in addition to identifying areas needed for cross training Recruitment Manager January, 2008 – January, 2010• Managed full cycle recruitment for openings ranging from entry level to executive management positions in IT, R&D, Sales, Marketing, HR, Finance, and Supply Chain. Direct report to the VP of HR to lead efforts in crafting a unified employment brand • Led project team of IT and HR business partners tasked with implementing Taleo as an applicant tracking tool and designing a single portal for all Hartz Mountain job postings and candidate activity• Project lead of an EEOC/OFCCP audit for 3 facilities in NJ resulting in no violations issued for all facilities by streamlining the recruitment process across all of Hartz locations in the US• Reduced 2009 cost per hire by 110% by reducing agency dependency by effectively implementing and utilizing an applicant software system (Taleo)

One of the world’s leading suppliers of fast moving consumer goods in foods, household and personal care products with brands such as Dove, Axe, Bertolli, Lipton, Knorr, and Wisk

3rd Largest Beverage Manufacturer with brands in their portfolio such as Dr Pepper, 7-Up, Snapple and Motts. Non-union beverage manufacturing facility with 200 employees

Contract Beverage Manufacturer of AriZona Iced Tea. Non union beverage manufacturing facility with 180 employees.