Ad Hoc is a fully remote company and has been since they were founded in 2014. Ad Hoc was born out of the rescue of HealthCare.gov and they are a digital services company that helps the federal government including Veterans Affairs, Centers for Medicare & Medicaid Services, State of Colorado and many more with the ultimate goal being to better serve people.I led a cross-functional team of remote professionals across 8 departments including: Human Resources: Payroll, Benefits, Compensation, HRBPs, Program Management, PerformanceRecruiting: Full Lifecycle Internal and External Recruiting (Coordinators, Sourcers, Recruiters) and Program ManagementPeople Experience: Onboarding and Learning & DevelopmentCommunications: Internal/External Events, Company All Hands and Newsletter, BlogsPeople Analytics and Workforce Strategy: Workforce Planning and ReportingCreative Design: Company Branding and CultureIT & Security and Quality: Helpdesk, Software and Hardware Support, Compliance, ISO and CMMIAdmin: Office Manager and Executive Admin Support

- Position started with 6 month assignment as a Global Program Manager (Office of the CEO/COO) serving as a Special Consultant to evaluate and support the scaling of an internal pilot program to create a new Shared Services hub & spoke model which has recently moved to global implementation.- Led cross-functional, scaled Services hybrid team providing remote general and administrative support (hub and spoke model including recruiting, accounting, data analytics, legal, HR, Program Management, Operations, and more) supporting orgs across 36 countries and 26 states.Overall Focus of the Team:- HR Strategy & Planning- Contingent Workforce and Supplier Management- Administration Programs- M&A, Process Excellence, PMO and Change Management - Employee Experience Design- Scaled Employee Services and Program Delivery- People Risk, Privacy, Compliance, and Policy

- Head of Human Resources Program Management for the globally Tech Infrastructure organization of 12,000 globally dispersed employees.- Led a cross-functional team of over 35+ FTE and external vendors (L&D, D&I, Legal, Contracting, Recruiting, Analytics, and HR) to establish a previously non-existent leader development program for over 15,000 geographically dispersed employees for both technical and non-technical roles encompassing 110+ job profiles. - Led a cross-functional team of over 50+ FTE and external vendors (L&D, D&I, Legal, Contracting, Recruiting, Engineers, Analytics, Designers, PgM, PM and HR) effort to automate a previously manual, inconsistent and inefficient onboarding process with integration with Workday. This will increase the time to belonging of new hires and transfers by providing a more consistent and structured experience, more efficient conversations ultimately resulting in greater impact in shorter time frame. Ultimately from concept to POC to FB wide implementation in 14 months.- Lead for building, implementing, facilitating and scaling the Prospective Manager training program to identify, coach and convert individual contributors to transition to manager roles.- Lead for directing/organizing HR Business Partners, Employee Relations partners and People Operations to improve cross-functional processes/systems with recruiting, compensation, legal, learning & development, diversity, analytics, and business clients.- Involved in numerous D&I initiatives to support all facets of the business with particular attention around women in infrastructure and veteran populations.- Lead for building, implementing, and scaling a centralized point for all aspects of the performance management process which happens twice a year to increase efficiencies with more strategic planning, better communications and defining roles & responsibilities of all cross-functional partners.

- Selected by Executive team to move from People Operations to Tech Infrastructure to take over high-priority and significantly behind schedule company initiative.- Led 60+ globally dispersed cross-functional team including Program & Product Managers, Legal, Internal Audit, Recruiting, Software Engineers building new systems to replace previously manual and inefficient processes supporting several VP led organizations.- These systems managed an asset portfolio of over $10 billion and provided real time access to information for 30,000+ users saving 100's of millions of dollars in ordering and re-purposing inventory, while eliminating the need for 100's of contractors to support global operations. These systems also led to the first Sarbanes-Oxley (SOX) audit with zero deficiencies in over 10 years.- Provided senior level partnership, advice, consultation and intelligence regarding organizational effectiveness and change management to understand the financial, technological, and economic drivers of the business.- Analyzed and presented key metrics to address business results, goals and objectives and make recommendations to drive targeted action plans to address areas of opportunities

- Hired into previously non-existent role within People Operations. Role encompassed designing, implementing, and managing a new agile Staffing and Recruiting strategy to support large global hiring numbers through merger & acquisition, creation of more efficient internal mobility to expand the Google brand and continue to drive finding the best candidates for each role.- Tasked to directly lead sourcers, recruiters, HRBPs, Diversity Business Partners, among others supporting numerous executive level client groups for the revamping of the candidate full life-cycle change process including university, industry and executive hiring ultimately leading to an average decrease of 15 days in the candidate process while improving the overall Offer Accept rate by 18%- Streamlined all facets of operations and project management by creating a new Dashboard UI for Staffing and Recruiting to bring all projects/programs under one umbrella. This resulted in projects being completed almost 20% quicker and with less redundancy among internal and external global stakeholders. - Implemented the program change to how reorgs were executed as well as changes to headcount/succession planning, location strategy, and prioritization of efforts to support business goals.- Manage all aspects of internal and external Diversity and Inclusion for Google staffing and recruiting, programs, and events. In addition, fostering a partnership with business leaders to encourage inclusions efforts to retain and grow our outstanding Googlers - Learning and Development course designer and facilitator for on boarding, leader development and other Google related training. Also an active member of the Google mentor and career coaching program.- Partner with Extended Workforce Solutions to best plan, flex and support surges in personnel for specific business decisions and led efforts to better utilize data in Workday/Greenhouse. - Active participant in Veterans Employee Resource Group (ERG)

- Served as the Senior Practice Director responsible for programs and projects in the demanding Intelligence Community while leading a senior staff of managers and programs managers and an overall team of 45+ software engineers, recruiters, HR Business Associates and HR Business Partners supporting multiple global stakeholders.- Current position encompasses tech staffing and recruitment, contract and proposal management, and full Learning and Development (L&D) Management Systems integration with current Human Resources Information Systems (HRIS) and other L&D programs to include Blackboard, AGILE and Success Factors. - In addition, managed employees (full-time and short-time), contracts, and work across various segments of larger contracts including Blackboard, Peoplesoft, EZHR, KZO, Linux and Cloud Service and Data Base Architecture. As well as providing cleared resources for testing, systems engineering and application implementation while integrating all of these applications using Commercial Cloud Services (C2S) to include Amazon Web Services, Google Cloud, and SAP. - Responsible for managing team members, including managers, accounting, admins, while leading the recruiting and retaining of top talent with a focus on diversity and inclusion. Focus on D&I to evolve external and internal branding programs and recruiting activities through local communities to ensure we find the best candidates.- Active U.S. Government TOP SECRET Security Clearance (TS/SCI) with Polygraph

- Lead consultant in the federal practice heading an Air Force technology and human resources project. Lead a team to improve various technology interfaces and policy corresponding to interoperability of two largest IT systems with personnel restructuring along with other military service branches based upon Secretary of Defense Directives with potential savings of over 70 million dollars across the next 5 fiscal years. - Project Lead of team analyzing over 240 global locations/IT systems/organizations to produce metrics to identify potential redundant capabilities, Department of Defense regulatory deficiencies, modernization and sustainment costs. Ultimately, these metrics will be used to help the Air Force comply with the Department of Defense directive to cut costs by 50% within the next 5 fiscal years. - Managed and implemented a long term strategic merger of the two largest logistics IT systems in the Air Force. This project consisted of over 100 people involved spread across the world with the potential to save the Air Force over $50 million over the next 5-7 years and also streamline instruction, network infrastructure and ultimately provide one maintenance system to be used by over 30,000 personnel.- Led a team of 25 employees tasked with finding a solution to provide a streamlined and efficient process by which the Air Force can bring new HR IT systems to their personnel in the most cost effective manner. I helped bring together hundreds of personnel to begin the initial framework of building a new framework and project plan to execute a $100 million dollar project. - Executive committee member of Veteran and Diversity & Inclusion Employee Resource Group (ERG). Planned numerous events to build awareness and facilitate Learning and Development of Deloitte employees and as well as clients. Regularly engaged in meetings with various business leaders to build and optimize relationships of ERG with the business.

- Managed, instructed and mentored over 500 Army officers annually for successful careers by teaching all facets of Human Resources, Program/Project Management, Recruiting/Staffing, Succession Planning Leadership, Employee Relations, and Diversity & Inclusion.- Selected among 600 peers for position and chosen by supervisors to develop and implement a pilot program to deliver updated and relevant curriculum in a more concise manner. Through analysis of current operations, collaboration of global stakeholders and adopting a new Learning Management System. Ultimately the program exceeded leadership expectations resulted in an overall grade point average increase of 86% to 95%, and ultimately led to the program becoming the new standard for multiple global government institutions.- Manager over a team of 22 globally dispersed team members tasked to the review of the Army Policy on all aspects of Human Resources and Human Capital that has not been updated in over 10 years. Developed a thorough project plan and subdivided work among employee teams. The policy was clear and concise and overall the document was reduced from 882 pages to 376 pages. The review and complete rewrite was completed almost 6 months ahead of schedule.

- Hand selected as a junior HR executive to fill a senior HR executive position. Provided Human Resource support to of over 3,500 globally dispersed employees and ensured compliance procedures were in place to efficiently and responsibly execute projects, staffing, recruiting, payroll, evaluations, succession planning, contracts and the day-to-day business. - Implemented a unique Learning & Development program with a customer-focused strategy resulting in all aspects of operations improving by 30%, and directly influenced the retaining of higher caliber employees and providing better customer service. - Improved overall diversity and inclusion staffing numbers by partnering with outside agencies leading to an increase of 20% increase in representation of under represented groups in the organization. Also, led the training and managing the repeal of Don't Ask, Don't tell policy from the Secretary of Defense within the organization.- Managed the recruiting and retention process to ensure top talent was brought into the organization and only top performers were allowed to remain with the business. This process led to an increase in overall employee satisfaction and hiring retention rates. - Worked in the Middle East for 8 months and managed a multi-national staff of over 20 supporting over 2,200 employees spread across 9 countries and 3 continents. - Tasked to conduct a thorough capabilities and career path analysis as part of staffing, recruiting and retention process. Upon finishing the review recommendations were made to the leadership to streamline multiple facets of training and implement a system to better counsel personnel resulting in the highest promotion selection rates in over 10 years.- Improved HR operational efficiency by over 25% while ensuring all projects were completed in a timely manner and under budget by improving lines of communication between previously separated organizations.

- Provided successful People Operations and IT/Logistics support to over 5,500 globally dispersed employees while managing a staff of 20+ employees. Created and executed unique sourcing and recruiting program that improved both quality and quantity of candidates. While also, increasing retention rates over 15% within 6 months of launching program.- Managed the processing of thousands of awards, performance evaluations, talent planning, succession planning as the Senior HR Manager. Implemented ground breaking process for improving overall performance evaluations which led to increase of over 25% in annual workplace happiness assessment within the first year of pilot program.- Improved Operational efficiency by over 20% utilizing creative staff reorganization and bridging gaps between third party vendors leading to all projects and tasks being completed in a timely manner. In addition, streamlined the amount of personnel on the staff and improved operations that led to savings exceeding $3.3 million within the fiscal year, while operating in a highly classified organization- In addition, hand selected among peers and lauded by superiors for creating a unique Learning & Development program teaching human resources, project management, and policy writing techniques to international employees from 9 nations.- Received numerous awards and recognition for continually exceeding the standards given by leadership

- Supervised and managed a staff of 24 Department of Defense employees and a rotating multi-national work force of up to 75 employees geographically dispersed that provided all aspects of human resources support to numerous local organizations across Europe. Managed day to day operations of the business, payroll, recruiting/staffing process, succession planning while writing and enforcing all policies, performance evaluations, awards, equal opportunity, employee relations, and the learning & development program.- Maintained an annual operating budget in excess of 56.5 million dollars and all aspects of personnel development. Established a new evaluation reporting system and quarterly counseling program that greatly improved rapport among staff and leadership. In addition, this program was implemented as the standard for the other 16 organizations spread throughout these four major countries.- Selected as the Project Manager to help close down US Facilities throughout Germany and other locations as mandated by the Base Relocation and Closure Act passed by Congress. This included the planning and execution of international cooperation of handling Memorandums of Agreement and Understanding, Contracts, personnel and vast amounts of real estate and equipment that totaled in excess of $50 million. Given 12 months to complete all aspects of transfer of responsibility and by utilizing effective planning and resourcing all tasks were complete in 9 months saving millions of dollars.