Currently leading the North American region's localization efforts during a global Workday HCM deployment that is replacing the legacy HCM system infrastructure within all of the Siemens Energy local regions. This global Workday HCM deployment also includes a payroll outsource transition, along with the creation of a supporting HR application environment completely independent from the existing legacy Siemens A.G. tech stack and HR service support delivery model. In addition, this role remains the operational interface between functional human resources, information technology teams and existing service delivery providers.

Regional leadership responsibility for all HR information systems activities that ensured operational business continuity for the recently established $34B global energy and renewables organization spun off from Siemens A.G. This role served as the operational interface between functional human resources, information technology teams and service delivery providers. Led segregation activities of the legacy HR environment through a mix of Siemens A.G. and Siemens Energy shared ecosystems and disparate local solutions at the country level.

Regional leadership responsibility for the human resources technology portfolio (HCM, talent acquisition, learning, compensation, talent management, etc) in the 17 Siemens countries that make up the North, Central and South American Siemens regions. This role served as the interface between functional human resources, information technology teams and service delivery providers. It ensured transparency, prioritization and alignment of globally defined technology roadmaps, as well as for solutions to newly identified local operational gaps.

This role closed gaps in our HR information systems and our HR processes. It also managed the development and execution of roadmaps for our global HR systems and programs. Additionally, it provided ownership of day-to-day HR Operations delivery for centralized global HR transaction processing, US Payroll operations and US Benefits.In support of the global Oracle EBS expansion, lead an HR improvement project which scaled the capabilities of the existing offshore central data management team (HR Shared Service Center Operations). This project established procedural standardization allowing for the centralized management of all Oracle based employee transactions and basic HR tasks on behalf of HR teams globally.Drove strategic HR integration and harmonization projects resulting from the $7.6B Siemens AG merger that included regional HCM systems, talent acquisition systems, talent management systems, and payroll operations in 25 Dresser-Rand countries.

Originally recruited to serve as the newly created talent acquisition leader for this global supplier of rotating equipment solutions for critical applications in the oil, gas, petrochemical and process industries. The role optimized the talent acquisition infrastructure necessary to support the attraction, selection and onboarding of the talent needed to achieve business results.Deployed Avature CRM technology to proactively pipeline talent ahead of key global openings based on annual manpower plans. Simultaneously redeployed the existing US centric applicant tracking system (iCIMS) to allow localized hiring workflows and locally branded career sites for each global region/country. Built and ran a US based recruitment process outsourcing (RPO) model to offload staffing duties (position alignment, candidate sourcing, screening and interview scheduling) away from heavily burdened internal HR resources. Implemented an automated and electronic prehire, onboarding, and background checking process that integrates all these processes into a single global technology system.

Recruited back by Waste Management as an external process consultant to scope the expansion of the Taleo talent management system upgrade and enhancement project. Objective was to identify options for the configuration of the system to serve as the sole technology infrastructure for all candidate intake and common hiring process management.

Recruited for a newly created center of excellence leadership role established to develop and deploy a nationwide talent acquisition plan for frontline craft positions, construction management professionals and functional leadership roles. Successfully deployed an internal staffing organization, implemented an enterprise wide applicant tracking system (Technomedia iQ), and established an employment brand. Impacted after 18 months by a cost driven organizational restructuring along with several other corporate centers of excellence.

Recruited by previous USWest staffing leader to join him at the WM organization at the outset of a corporate turnaround. Held strategic planning, leadership and implementation responsibilities for this Fortune 200 organization that fills over 10,000 exempt and non-exempt positions annually throughout North America. Successfully created an enterprise technology infrastructure (Vurv/Taleo) and established a strategic staffing model for over 1,000 field locations through RPO (Peoplescout) where no centralized systems, programs, processes or organizational structure previously existed.

Staffing advisor with the newly created internal organization that provided knowledge management to decentralized staffing teams located within Dell's eleven individual lines of business. Conducted ongoing needs assessments for leadership resulting in projects designed to ensure candidate quality, improve speed of hire, optimize costs, improve staffing workflow and the overall candidate experience. Recruited by former USWest staffing leader for his newly created Staffing Solutions Director role at Waste Management.

Originally recruited to identify and target telecommunications professionals for this Fortune 100 organization of 60,000 employees. Responsible for developing and implementing comprehensive recruiting strategies encompassing military bases, technical schools, diversity, and trade organizations for various departments enterprise wide.Promoted to lead a team providing core staffing services to the largest of US West's eight business units, the 30,000 employee Operations and Technologies Division. Directly responsible for providing strategic direction, staffing process management, coaching and supervision to a direct report team located in Denver, Seattle and Minneapolis.

Recruiter for the southeastern United States responsible for: sourcing, screening, interviewing, and final candidate placement (former U.S. military officers) within Fortune 500 client companies.

Pilot-in-Command with absolute responsibility for the safe and effective operation of an AH-64 Apache attack helicopter. As Squadron Intelligence Officer was a member of aviation squadron executive staff. As an aircraft maintenance officer had responsibility for ten maintenance technicians and coordinated daily maintenance operations on eight $32M helicopters.