Responsibilities included Enterprise Business Resilience/Continuity, Enterprise Communications, Employment Data/Records Management, Facilities, HRIS, Learning & Organizational Development, Payroll, and Reporting & Analytics- Led the HR, Payroll, & Facilities due diligence in support of taking the company public- Led the transition from a Professional Employer Organization (PEO) HR/Payroll-support model to a comprehensive inhouse operation, including the implementation of Workday, in less than seven months

VP, Human Capital Planning – COO Organization/Operations & Technology -Washington, DCLed the development and implementation of a plan that drove significant improvements in key organizational metrics (e.g., resource mix, spans of control, org layers, and entry-level talent)- Designed and implemented a creative assessment and selection process that enabled the hiring of intact Scrum and Kanban Agile teams from a “talent competitor” closing one of their facilitiesVP, HR Business Partners, Credit Portfolio Management Division – Dallas, TXLed a team of HRBPs, Recruiters, & Training professionals in growing this loss mitigation function of the company from a total of 375 resources pre-mortgage crisis to over 2,800 at the peak of the crisis- Designed and implemented a set of performance-based incentive plans tied to tangible business resultsDirector, HR Field Operations – Dallas, TXStaffed and led a team of HRBPs & recruiters to build out diverse and capable teams in all regional offices, and implemented strategies to align the offices/staff to a company culture that valued/embraced diverse perspectives

Led the Human Resources and Facilities functions for this publicly traded (BI: Amex) company- Re-architected the job structure & compensation programs; improved the benefits while reducing costs; refreshed outdated employment policies & procedures; implemented diversity initiatives & recruiting strategies; and replaced the HRIS, Applicant tracking system, and payroll platform - Led HR M&A due diligence for one acquisition, and one business-line divestiture- Reduced maintenance costs by ~20% through competitive rebid processes and enhanced vendor management and invoicing oversight.

Led a team of HR professionals, divisional leaders, and 11,000 O&T employees through post-acquisition integration and synergy activities (e.g., redundancy identification and remediation & general org effectiveness). Successfully blended two O&T organizations with no impacts to service-levels or performance qualityLed a team of HR professionals providing consultative services to three business unit senior executives and their leadership teams, and tactical support to frontline leaders and employees across four countries. Staffed a new 1,200 headcount national small business direct sales channel in four months with diverse talent. Led the HR components of our exit strategy from the residential market. Led HR-related M&A due diligence in support of divestiture plans for the paging business.Led the Payroll “proper” organization in an emergency scenario following WorldCom’s accounting scandal and subsequent bankruptcy – implemented processes that resulted in zero post-petition violations. Led a shared-services organization supporting a peak of 84,000 US-based employees. Led the HR Services components of an integration and testing effort to transition from five unique legacy HRIS platforms to a single platform (PeopleSoft). Reengineered processes and systems that significantly reduced HR operating costs and complexity. Co-led the successful reengineering of international HR & Payroll Services in Europe and Asian Led an HR team providing comprehensive HR services to all leaders and employees in a 12-state region. Successfully remediated three concurrent labor disputes, averting significant impacts to end-customers and business performance. Partnering with Compensation, improved field technician retention by developing a career ladder framework and creating a virtual career lattice by modeling lateral moves to other technology roles