Forest First Colombia is a sustainable plantation forestry company, pioneering in the Vichada region of Colombia. Started in 2010, the company is at an inflection point in its growth having proved the viability of plantation forestry in the region, and looking to expand its footprint. Sustainable plantation forestry is one of the world's greatest opportunities to mitigate climate change, while meeting the world's wood fibre needs, also taking pressure off illegal harvesting of natural forests. We believe that more forests make for a better world, and that a for-profit model provides for sustainability and propagation of the positive impacts.

GlobalScope Consulting exists to assist organizations in delivering greater value, primarily through improved organization and individual effectiveness.Whether the context is restructuring, mergers and acquisition, start-ups, new market entries, or international expansion, it is critical to align people, processes, and structure appropriately.

Halliburton is the world's second largest Oil and Gas Service company with approximately 25,000 employees in the Eastern Hemisphere in 68 countries.As head of HR for the eastern hemisphere my role was responsible for HR service delivery through a team of 200+ HR professionals.During my tenure I took the HR team "to the table" as partners to the operational leadership and finance team. Mine was an integral role to the HR transformation efforts leading to an implementation of the three-legged Ulrich model of human resources with service centres taking over much of the transactional activity, centres of excellence providing specific functional expertise, all brokered and delivered through the HR business partner family which reported to me.One of my more impactful projects was a realignment of the end to end processes around the difficult Angolan immigration requirements. This led to a dramatic increase in Halliburton's visa compliance numbers and reduced costs from immigration fines.

P1 Energy was a start-up Oil company with a headquarters office in Calgary and operations and exploration in Colombia. The name changed to Verano Energy in 2013 and the company has since been sold to Parex Resources Inc.My role at P1 included sourcing and participating in selection of the core executive, geo-physical, and engineering teams, as well as developing a complete compensation system for the new Canadian entity. This included establishing executive and board compensation programs, and acting as the leadership representative to the board's compensation committee. Corporate governance responsibilities included acting as assistant corporate secretary, revising the corporate by-laws, and preparing the HR and compensation related sections of the annual report and proxy statements. This also included preparing sections of a prospectus for external investment from a sovereign wealth fund, which was completed, and a public listing on the Toronto Stock Exchange, which was subsequently cancelled.

Environmental Energy was a sustainable forestry company registered in Bermuda, doing business in Asia and Africa. The company has since been liquidated.In my role I established the compensation framework for the corporate team, opened the corporate headquarters office in the Dubai Multi Commodity Centre free zone, represented the leadership team to the compensation committee of the board of directors, and took the Dubai entity through the liquidation and close-down processes as well.

My mandate at the outset of this assignment was to: "fix the broken HR function" and establish a industry specific compensation structure. Both of these were accomplished within a year.The compensation project required a creative approach as there is not an established upstream oil and gas compensation market in Switzerland. I took the revised structure to the board of directors, and had it approved, only three months after starting in the role. A revised structure for the board itself followed three months later. As the management representative to the compensation committee of the board of directors (attended by the entire board) I drove all recommendations regarding short and long term incentive programs and metrics.During my time with Addax I also revised the compensation structure for the international workforce to move away from the non-applicable U.S. centric model commonly found in international companies.

Culminating my time in Yemen this role had oversight of all HR functions in the country, and sat on the executive team of this $2 billion subsidiary.Key successes were in establishing a new relationship with the Yemen government and Oil Ministry, and revising the localization programs to allow development of the local workforce without compromising safety or quality of the operation.With the help of Paul Farrell's programming skills, I created an operational and economic modelling tool that provided "what if" forecasting capability based on a number of metrics that could either be input or driven by formulae. Through this tool an error was found in the project economics being used corporately and additional attention was put on the staffing costs resulting in an $8 million saving in the first year of implementation.

Under the direction of the VP of total rewards, this assignment, filling in for a maternity leave, had me overseeing all corporate compensation programs globally for Nexen. During this time we conducted a major project to look at alternative equity compensation to replace or supplement stock options, including analysis of relevant performance drivers.In this role I prepared the draft compensation-related board letters on behalf of the CEO, and provided the analysis and summary of performance metrics to support the short-term and long-term incentive programs.

In this role I was responsible for workforce planning, succession and localization plans, and management of the in-country training facilities. Nexen ran ab-initio and continuous training programs for over 700 local Yemeni Nationals with a staff of 20+ trainers.A key success of this role was in establishing an improved relationship with the Yemenization Director of the Ministry of Oil and Minerals, and developing and implementing a spreadsheet driven individual development plan (IDP) tool.During this role I also became certified as an instructor for the Kepner-Tregoe Project Management program and delivered this training both in Yemen and Calgary.

This was an HR generalist role with oversight of all HR functions specifically in the Sana'a corporate office. This included supervision of the compensation, recruitment and payroll functions of the local National workforce, as well as in-country implementation of programs from the Canadian corporate office.

This was a field based role providing first level HR support to a combined foreign and Yemeni workforce around employee relations and labour relations, compensation, and HR Administration.I co-led a project to implement a point-factor job evaluation system and grade-based compensation structure for the local workforce.

This role was responsible for leadership development, recruitment, performance management, non-technical training, and human rights compliance.I developed and facilitated a seven module core management development program which became mandatory for supervisors and managers in the company. This was subsequently also delivered by one of my team members.During my time in this role I greatly revised the recruitment function and processes and HR went from the last people that operating departments would call, to the first. This was done by hiring qualified professionals in the staffing group, switching to an established and proven selection methodology (the "Targeted Selection" tool by DDI - both I, and one of my staff, become certified as "train the trainer" on the tool), and by better partnering with the operating departments.A colleague and I also co-developed a revised flight attendant selection tool that led to a marked improvement in the quality of candidates entering training.

The most notable achievement in this role was the development of an attendance management policy, and training program in cooperation with one of the labour relations supervisors. This program, in the first year of operation, in a single department, led to a $1 million reduction in direct cost of absenteeism.The training program we developed was interactive, both between us as facilitators, but also with the participants, and was very well received wherever conducted.

Recruitment and selection of a variety of roles through this international airline from aircraft cleaners to flight attendants and pilots.This role also acted as the HR generalist in the organization and dealt with non-unionized employee grievances and complaints, as well as conducting terminations. We administered the unionized seniority based promotions and lay-off provisions according to the collective agreements. To better manage high volume lay-offs I developed a stand-alone database that handled the "bumping" provisions which led to this being further developed into a main-frame application corporately.