Leads the People Planning strategy for Halliburton's global functional organizations (supply chain, finance/accounting, IT, legal, real estate, security and aviation); primary long term focus on building an agile workforce capable of adjusting to the ever changing needs of the business and utilizing technology as an enabler. Responsible for the overall talent management of Halliburton's global functions including: talent acquisition planning, talent retention and engagement, technical/professional development, leadership development, and succession planning. Responsible for building and leading a high performance team of Human Resource professionals including a global staff of +40 deployed primarily within our manufacturing centers in both Hemispheres. Nominated to the President's Leadership Excellence Program (PLEP) in 2016 as a top performer and a successor for executive leadership roles within Halliburton. Program was an intense 1 year program inclusive of 5 weeks of in classroom assignments, exams, community service events, and a global project delivered to the Executive Committee. Graduated top 5 in my PLEP class of 25.

Responsible for building and executing a global People strategy to support one of Halliburton's most technical and diverse business lines (Sperry Drilling) valued at ~$1B. Responsible for delivering technical training programs in support of a population base of ~10K employees deployed globally (over 30 countries). Responsible for building and maintaining a technical competency program used to assess service delivery personnel against the business lines' work methods and standards. Responsible for multiple training centers (in Texas, Brazil, Canada, Egypt and Singapore) with an annual budget of $10M (capital and expenditures). Responsible for a staff of ~55 professionals deployed globally and inclusive of technical instructors, training managers, and HR business partners.Responsible for all HR related divestiture planning activities as part of an 18-month divestiture planning project with the intent to set the Sperry Drilling business up as a standalone entity outside of Halliburton; participated in the buyer presentations as the Head of HR for the divesting business. Led reduction planning and the execution of global product service line HR/HR development costs through an industry downturn in 2015/2016 inclusive of rationalizing brick and mortar costs, and an HR/training service delivery model while maintaining critical capabilities required for divestiture planning.

Built people strategy to support the Boots and Coots product/service line within the Completions and Product Division, delivering a global focus on standardizing basic development paths inclusive of technical training requirements for operations.Initiated advanced field operations training through the introduction of simulation-based training to the standard development program, and built capabilities in global training centers in Duncan, OK, Aberdeen, UK, and Kingdom of Saudi Arabia.Developed and executed the human capital planning to support cost rationalization: developed consistent country/geo-market organizational structures for sustainability and led nationalization and/or localization projects to support margin improvements in developing businesses.Key member of a 6 month project to assess and improve business viability in under-performing business segments and geo-markets. Made recommendations to the Business Line VP on fix versus exit for all under-performing business segments and/or geo-markets. Responsible for margin improvements in labor costs for targeted segments deemed "must have." Received the OWN IT award from the Business Line VP for the business in 2013. Recognized at Halliburton's annual awards ceremony and invited to the President's Club as a reward.

Assumed accountability for HR integration execution of a large acquisition with ~1000 employees dispersed globally before the position evolved into the Global Human Resource Asset Manager role. Served as a direct report to the Business Line VP, and Completions and Production Division HR Director.Assessed talent entering into Halliburton from the acquired company, designing the organization to support combined product and service lines, redefining internal roles and tasks to meet business needs, and establishing global organizational structures while working with HR leads in the geo-market.Delivered a focus on cultural alignment, gaps and needs analysis for ~1000 employees to build capabilities. Collaborated with the Global Compensation team to design pay plans in support of the business needs, including retention of critical roles, and established basic competency and training plans to sustain the business through the integration.

Accountable for all human capital requirements within the geo-market supporting 13 product service lines represented in the region to include manpower planning, talent acquisition, leadership development and succession planning, new hire on-boarding, performance management and employee relations.. Retained accountability for managing human resource and human resource development costs to plan while supporting all development needs of the business and staff.Led the performance of four human resource professionals, a university recruiter, and an HRD manager.Guided succession and manpower planning while managing the redeployment of local talent abroad following the Deep Water Horizon incident impacting a majority of work offshore.Developed internal cost allocation processes temporarily utilized to support reallocation of staff. Serve as the post-incident leader for the company, including during several critical periods over the years by acting as the company representative to families of employees killed in a helicopter crash, leading the coordination of employee benefits and assistance following Hurricane Katrina affecting ~500 employees, and leading the redeployment of key talent across the globe following the Deep Water Horizon incident in the Gulf of Mexico, organizing and coordinating community service events, and arranging job fairs to assist with displaced O&G staff.

Responsible for all people-related activities generated from the business lines located in the Houma and New Iberia, Louisiana markets. Led HR Generalist development plans for Associate Generalists on the team. Coordinated and led internal investigations. Responsible for implementing business line performance management improvements.

Regional HR Lead for the Lower River Region