Member of a 4 person team of alums working with Pace Leadership to raise funds to improve the student experience and downtown presence of Pace in Manhattan.

Executive Vice President of Human Resources at TIAA and a member of the company's 10 person Executive Management Team. Joined in 2003 to oversee companywide people strategy and execution during a period of unprecedented business, talent, and cultural transformation in the Company’s 90+ year history. Understanding that the right talent is vital to serving clients, oversaw the alignment of talent and business strategies. This included the development and effective adoption of initiatives supporting our high engagement culture and values; rewards, talent assessment, development and deployment, and diversity and inclusion, among other areas.Led the shift from an entitlement culture to a performance oriented culture through a deliberate implementation of an architected and articulated people strategy with foundational quantum changes to talent practices; leadership, engagement, performance, rewards, and inclusion.Increased employee engagement annually across many dimensions such as movement on question "I am proud to work for TIAA-CREF" 25 percentage points from 2003 to mid 80% favorable in 2011. In a post 911 world, shifted the employee concentration in NYC from over 50% of total population to less than 20%, with movement of roles primarily to the Charlotte, NC campus. 2/3s of company-wide employees were new during my tenure which required significant and sensitive human capital planning and execution, contrasted with a hire to retire history.Was requested by former CEO to take leadership responsibility for overhauling an underperforming unit, Corporate Services, which included Real Estate, Admin Services, Facilities, Strategic Sourcing, Security, Travel, and Business Continuity from 2006 to 2010. Handed over division to a newly created Shared Services team during a 2010 reorganization. Dramatically changed model, structure, and talent resulting in a 54% reduction in expenses while improving value to the business and employee engagement scores.

Former head of Global Debt markets tasked with dramatically remodeling this consumer business front to back and position it for profitable growth through market cycles. I was selected to lead the change initiatives, organize a high impact global HR team, and advise senior management on priorities.Major restructuring included sale of operations in Canada, Australia, and South Africa, downsizing of Japan business (30 offices to 3), and the implementation of a client segmentation strategy as part of an overall organizational and cultural change effort.Dramatically simplified and aligned the Financial Advisor compensation plan (payout grid went from 70 pages to 1) and introduced an effective referral fee arrangement across all new client segments.

Member of the Debt Markets Leadership team with responsibility to drive and implement numerous human capital strategies associated with a significantly restructured Debt markets business post the 1998 Russian crisis. Designed a profit and loss based compensation model to provide quantitative guidance for bonus pool allocations. Model provided insights into where value was actually being created.Responsible for driving actionable succession and talent plans. Co-chaired, with the head of Debt Capital Markets, the annual rigorous Managing Director promotion process.Developed a high impact Talent capture system that housed critical employee information. Insights were leveraged for talent outreach, development and placement decisions.

Overall leadership responsibility for Human Resources in Japan and member of the firm's Japan Operating Committee.Hired and developed a predominately local HR team and raised the level of strategic advice, service, and risk management of HR issues during a time of unprecedented change in the Japan business.

Responsible for the south east asia regional HR Business Unit Business Partner function.Extensive interaction with senior management to align the various business and people plans to the overall Asia business strategy. Region expanded three times during my tenure.Developed policies, practices, and processes necessary for the region and handled the large transaction volume that accompanied a steep expansionary period.

HR Business Partner for Firm Management, Internal Audit, Legal & Compliance, Credit, and Corporate Services Divisions. Responsible for recruitment, employee relations, organizational restructuring and downsizing, performance evaluations, promotions and compensation.Head of global expatriate policy and programs. Created and managed a "one stop shop" expatriate function by centralizing relocation, work visas, and expatriate functions. First in the industry to develop this model and other innovative programs.Joined the company as an analyst in the US expatriate tax group. Tax preparation and equalization review. Development of Firm's expatriate tax policies and tax positions.

Capital Budgeting and financial reporting. Financial statement summaries and related accounting activities for several operating units.