My team of three supported the 3 regions of the West Division of RehabCare operations (an area from the Midwest to the West coast states, ~3000 clinical professionals, in ~350 sites), HRIS reporting for multiple LOBs nationally, and the immigration function for all of Kindred. Purview included: transformative culture initiatives and training, performance management, HR compliance issues, team building, leadership development, conflict resolution, regional, area and site-level leadership consulting, and HRIS dashboards, monthly operational decks, and analysis.

With direction from the Director & VP of Human Resources, responsible for day-to-day employee relations issues for employees in the North America Provider Division (14 locations, hundreds of on-site hospitals in 39 states). Developed and conducted line leadership training at multiple sites. Conducted consolidation activities in the Midwest and growth activities in the West.

Developed a pedagogy that took basic human communication principles and ethics and applied them to (at that time) the newly emerging social media platforms. The course was the capstone project for my graduate degree and the first course of its kind at Spalding.

Human Resources Leader for the Louisville Sealed Air manufacturing plant. Hired for my logistics start-up experience, from scratch we built a quality assurance function, engineering and maintenanceteam, materials planning office, operations, and shipping and receiving function to form a manufacturing plant that employed 100+ full time employees that made Bubble Wrap, and various polyethylene foam products, distributed throughout the upper South and Midwest.

Provided generalist services and recruiting for a large, start-up distribution center in Shepherdsville, KY. Developed and delivered new hire orientation. Provided strategic support with project management, involving a large transfer of pharmaceutical products and resources from New Jersey to Kentucky.

During the rapid expansion of Supply Chain Logistics at the dawn of online purchasing, I grew from a single warehouse Facilities and Safety Ops Supervisor managing a team of 4 and a large fleet of material handling equipment, to a warehouse HR Generalist, to an Employee Relations/Communications Supervisor for a large logistics District with 4,000 employees in 11 states

Grew from a journeyman maintenance tech to the Non-Commissioned Officer in Charge (NCOIC) of the Radar Maintenance Shop. Managed up to 10 employees and several million dollars in Air Traffic Control and Weather Radar assets at Davis-Monthan AFB, Tucson, AZ.