Strategic business leader creating a winning culture by engaging and coaching an unstoppable team. We are building an organization poised for growth through simple yet powerful people practices, programs, processes, systems and teams. Responsible for all people related areas including compensation, benefits, talent management, organization design and development, human capital metrics, workforce planning, HR integration, people engagement and relations.. Partner with colleagues in the C-Suite to create and execute strategy, support the Board of Directors and Compensation Committee of the Board, provide leadership on company values and culture, and consult to the CEO, COO and senior executives on value creation, leadership development, and organizational efficiency and effectiveness.

Served as member of executive leadership team and company officer. Functioned as member of Compensation Committee of Board of Directors. Led HR and corporate communications globally for fast-growing, $950,000,000 entrepreneurial medical device company. • Partnered with CEO to drive strategic One Cantel culture change and reorganization of business to improve efficiency and leverage, enabling future growth and developing executive team during time of change. • Built HR function almost from ground up, including creating two COEs (compensation/benefits/HR operations and talent management); upgrading HR team capabilities, systems, and processes; creating leadership criteria and assessment approach; leading improvements to benefits, including parental leave; and innovating solutions to contain costs while providing improved options for employees. • Established company’s first robust approach to succession planning and talent reviews.• Delivered rapid HR due diligence and integration for multiple deals, including Omnia (Italy), Stericycle (Boston), Aexis (Belgium), ESCAD (Germany), Vista (U.S.), BHT (Germany), and Syclone (U.S.). • Drove efficiencies in temporary/contract labor, with cost savings of $1,000,000.

Oversaw performance management, employee engagement, organization development, learning, leadership development, and large-scale change management globally for company of 25,000 employees in 50 countries and revenue of $16,000,000,000, including organization design and OD for BMS Vision2020 strategic design of new operating model. Supported CEO on future state of LT and company culture change to incorporate more biotech. Created new talent strategy and people principles for BMS. • Addressed gaps and derailment for global HR transformation, including strategy and implementation for transition to Workday technology. • Researched and designed new performance approach based on NeuroLeadership Institute and other benchmark findings, ensured integration with pay-for-performance approach, and delivered recommendation to board and BMS LT.• Oversaw new vendor selection, management of process and technology improvements, as well as creation of new branding, communications, additional automation, reporting, and insights as outcomes for global engagement survey, myVoice; presented engagement results to CEO and BMS LT. Significantly improved approach from cumbersome, paper-based reports delivered in 90-120 days, to electronic, mobile-enabled reports in 30 days.• Identified issues in continuous improvement/Lean Six Sigma and led efforts to renegotiate contract with external vendor, creating new assessment of needs, intake, and project governance to ensure adequate resourcing and completing on time/budget, resulting in cost savings of $1,000,000. • Designed and oversaw delivery of annual global leadership team meetings for top 200 leaders to drive alignment with company strategy and priorities.

Directed talent management globally, including recruiting, leadership assessments, performance, development, succession planning, organization development, diversity and inclusion, and AA/EEO, from strategy to processes, programs, policies, systems, tools, decisions, and execution to attract, develop, deploy, engage, and retain talent. Served as member of company’s HR LT and top 200 senior leadership team. Led team of 150 people globally. • Created new talent strategy in first five months and aligned HR leadership team and Executive Committee. • Focused on building leadership pipeline, including successors for Executive Committee and other critical roles.• Designed and implemented new performance management and development system to enable further integration of talent management. • Advised CEO, Executive Committee, and other executives regarding business and talent issues for company of 80,000 employees in 180 countries and revenue of $44,000,000,000.• Influenced and provided consulting expertise on company culture change.

Managed diversity and inclusion, executive talent strategy, and programs with focus on attracting, developing, engaging, and retaining diverse talent, along with leading strategic external relationship management to build and protect company reputation and promote corporate responsibility. Met regularly with CEO, EC, and other executives to provide consulting and advice on strategic talent and diversity issues. Oversaw strategy and execution of talent compliance mechanisms, tracking, reporting, and capability. Served as member of HR LT and top 200 leaders. Led team of 20 people globally. • Developed Business Insights Roundtable to link diversity strategies directly to company business strategy.• Achieved increased revenue and access in Native American health system through establishment of economic development program.• Improved reputation and sales in U.S. Hispanic/Latino market via strategic partnership with LATINA Style and MerckEngage to create WebMD in Spanish.• Leveraged insights on women for Odanacatib product in clinical trials. • Led company to achieve second place in DiversityInc’s ERG category and 14th place in top-ten companies for diversity and inclusion.

Built end-to-end talent management function globally, including strategy, people, programs, processes, policies, & systems for learning, talent acquisition, leadership development, succession, performance management, diversity & inclusion for company of 130,000 employees in owned/ managed hotels/corporate offices, and additional 300,000 team members in franchise properties in 100+ countries worldwide. Created global strategy and built new GTM function from ground up. Hired/ developed strong leadership team of seasoned experts in each area. Re-focused D&I efforts toward strong partnership with corporate social responsibility and multicultural sales & marketing. Served as member of top 200 leaders and HR LT. Led team of 100 globally. • Achieved ROI of $19,000,000 additional revenue based on $365,000 investment with HBCUs & other diverse external organizations. • Negotiated $75,000,000 agreement with Magic Johnson Foundation to support increase in minority ownership of franchise properties, engagement & counseling of professional athletes from NBA and MLB, & similar investment opportunities in hospitality with community charitable giving.• Established strategy & launched new Hilton Worldwide University.o Influenced move of commercial brand training organization from marketing functions & sales training from sales function to Hilton Worldwide University within HR, enabling leveragability of programs, design and delivery, improvement in ROI and quality, global consistency, and upgrade of learning capability. • Led expansion of performance and succession management globally from use solely by Corporate Senior Leadership Group to all employees in U.S. and GM level and above outside U.S., with focus on movement and development of women and people of color. • Re-kindled relationships with HBCUs in U.S. market & re-established company’s presence in media, including major diversity-focused advertisement in magazine section of The New York Times on September 11th.

BOD- Personnel Committee

Various management, leadership and executive positions in Sales, Human Resources, OD/ Change at J&J including Pharmaceutical, Consumer, Medical Devices and Corporate.