• Created strategies aligned with overall business needs and centralization of Associate facing services that reduced costs and increased Field Generalist productivity by 40%.• Developed the strategy and managed deployment of the first on-time / on-budget expansion into Canada in 2012 opening new International markets to increase revenues.• Migrated multiple databases to centralized operating system (SAP) and lead a key outsourcing initiative that supported 22,000 employees.• Structured KPIs and service level agreements with key stakeholders and vendors that reduced operating expenses and developed iterative, actionable reporting and metrics that increased client satisfaction to the 1st quartile.• Created a structure that developed all aspects of stakeholder engagement initiating a collaborative strategy structure for yearly initiative deployment.• Developed all platforms for e-enablement that met or exceeded government legislation for hiring and reporting

• Created strategies aligned with the overall business needs for centralization of client and employee facing services that reduced FTE and increased bottom line results.• Migrated multiple Divisions onto a single platform supporting 160,000 employees.• Structured KPIs and service level agreements with key stakeholders including fees at risk structures with key vendors.• Reduced G&A costs by 6 million dollars in year one of operation through e-enablement and increased client satisfaction to the 1st quartile.• Acted at senior project lead for all deployments

Established strategy and execution plan for single portal, giving US employees access to multiple services by building company’s first internal tiered HR shared service center to support the full integration with SAP HR implementation. From 2004-2005, led the final implementation of a major change management effort across 14 countries, including Canada and Europe. Introduced standardized HR and Payroll processes, policies and procedures and implemented global technology via SAP HR and ADP. On a special project basis in 2005-2006, recruited to design and led company’s Disaster Recovery strategy after impact of Hurricane Katrina on the company and its employees. Mobilized Global Business Continuity Planning Directors. Implemented company’s first global Disaster Recovery Plan and led synchronized mock testing worldwide. Reduced Tier 1 headcount from 103 to 68 and delivered $3MM in annual savings. Led acquisition integration teams that insured flawless execution of benefits and payroll; consolidated payroll function and reduced error ratios from 50% PPR to less than 1% PPR. Outsourced Benefits Support and Administration, reducing overall FTE and budget. Deployed e-enablement technologies both in sourced and outsourced that led to reduced cost-per-transaction.

Directed centralized support and management of 6 Customer Service Centers that represented a $55MM budget and 950 employees. Improved service quality, eliminating overtime expense by $7MM in 12 months and by another $5MM in 24 months; introduced competency modeling to maximize service delivery while increasing customer satisfaction from 18% to 80%. Created national strategies for customer retention and cross selling, increasing revenues. Implemented Virtual Center introducing new efficiencies and cross-customer support capabilities reducing FTE dependencies. Established strategy and common objectives along with Employee Performance Objectives. Established first Disaster Recovery Plan for Pitney Bowes Call Centers; standardized operational and emergency back-up procedures