*Lead the HR organization supporting Facebooks Engineering & Product Management teams, aligned to 4,000+ employees globally.*Direct HR Partner to the Chief Engineering & Product Officers of Facebook.

Lead the amazing HR Business Partner team that partners with the leadership for Facebook's Newsfeed, Stories, Monetization, Public Connections, & Social Responsibility organizations! *Responsible for partnering across all functions of these product leadership teams - Engineering, Product Management, Product Design, Product Analytics, & Research.

Lead 10 HR Business Partners, Managers, & Directors to support networking, production, and software engineers responsible for building a global network that powers 3 billion active users monthly!*Responsible for partnering with the leadership team across all engineering disciplines on shaping a talent strategy that grows employees to the future organization needs & creating a work culture that enables everyone to be their productive best.*Successfully led an APAC site strategy expansion plan across multiple organizations as they looked to grow in a new country. This included everything from organizational design, talent assessment, change & communication management, and partnering across multiple HR disciplines.*Responsible for partnering with our engineering and internal diversity community leaders on a diversity strategy to increase representation, internal growth, and sense of belonging across all employee groups. *Addressed leadership & employee concerns regarding compensation band alignment to the market by partnering with compensation on a market benchmarking based on new responsibilities and re-profiling of 30% of the engineering team to more accurate profiles.

Led & scaled a global HR organization supporting Facebook's Data Center & Engineering teams around the world from 400 to 1,600 in 2 years.*Grew and built a high performing HR team in the US, 2 international HRBPs in EMEA & APAC & dedicated employee relations, people operations, learning, & compensation support. This involved evolving from a HR generalist model previously to how to leverage strategic HR partnership.*Responsible for shaping & executing a global people strategy with leadership on what aspects we needed to invest in and evolve to stay in front of the fast paced growth. This included developing talent management, performance & promotion practices, investing in remote learning capabilities, establishing & communicating new HR roles & functions, and creating a diversity strategy to find, attract, and retain employees. *Responsible for establishing HR & partner support in 3 new countries, 7 new states across Data Center that all concurrently happened in 2 years. This included the strategy on when/how to operationally get HR systems online, onboarding leadership teams in new places for FB on our culture & values, and evaluating internal movement opportunities to seed sites for accelerated success.

Sr. Human Resources Business Partner - Data Center Network Engineering (August 2016 - April 2017)-Provide strategic business partnership to the leadership team of Data Center INSBU, responsible for 1,200+ employees and 3B+ of revenue.-Key accomplishments: Partnered with business leaders & GM on an organizational transition strategy to address 25% team turnover on key vest date, created a strategy w/ Learning & Development to design a training curriculum to grow talent from early-in-career to leadership roles on mission critical skills.Sr. Human Resources Business Partner - Internet of Things Engineering (March 2016 - March 2017)-Led the HR integration of Jasper into Cisco (400+employees, $1B+ acquisition) to form a broader Internet of Things organization, including org. design and talent assessment. This included partnering with sr. leaders in Mergers & Acquisitions, Corporate Development, Compensation, and Employee Onboarding.-Key accomplishments: HR Business Partner Acquisition Lead for Jasper which included all levels of M&A activity, sucessfully developing a post-acquisition change mgmt. strategy & onboarding that retained 100% of key employees.Sr. Human Resources Business Partner - Product Management for Networking (October 2015 - January 2017)-Provide HR partnering to the Product Management leaders across all of Cisco's Enterprise business (Routing, Switching, Wireless, Cloud, Software Networking)-Key accomplishments: Designed and facilitated culture workshops for the GM & his leadership team that improved team effectiveness, collaboration, and leadership to the organization. Successfully rebuilt the brand & image of HR at a time when it was seen as not responsive to employee needs.

Human Resources Business Partner - Cisco Capital & Finance (March 2013 - October 2015)-Experienced in providing executive HR support to Cisco Capital, Internal Audit, & Sales Finance, which includes 1,100+ employees in the organization across 50+ countries. Cisco Capital includes Sales, Operations, Business Strategy, Compliance, and Credit & Risk departments.-Consult with the Cisco Capital Leadership Team on organizational design, strategic talent management, and succession planning to better position a growing business for success in the future.-Design, implement, and lead HR presentations on topics such as developing top talent or being proactive in performance management to help keep business leaders forward looking on the talent portfolio.-Board member on the Cisco Capital Sales Compensation Committee, responsible for enabling our global sales force through the right set of incentives and commission structure.Human Resources Manager - Engineering (April 2012 - March 2013)-Provide HR Manager / Generalist support for 2,500 employees within Consumer, Cloud, and Emerging Technology Engineering teams that are responsible for a billion dollars in revenue. -Consult 8 Vice Presidents and 4 GM's within Engineering on how to reach HR program targets related to Compensation, Performance Management, and Career Development.Human Resources Manager - Talent Development (Jan. 2011 - March 2012)-Project Managed a cross functional team on the redesign of Cisco's promotion process so that it is more efficient and scalable for over 65,000 employees.-Core project member in the automation and redesign of Cisco's performance management processes (Corrective Action, Career Discussions, etc.) to drive efficiency and scalability for employees in 165+ countries.-Co-lead the summer intern HR Leadership Program which includes leading the on-boarding experience, organizing events, coordinating speakers, and evaluating performance at the end of the summer.

-Provide coaching to Executive and International MBA's on how to navigate their careers based upon their aspirations and experience. -Assessed development areas through use of University sponsored online career assessments, research, and resume building services.-Gave instruction on techniques for self promotion and having successful interactions with Human Resources and Staffing.

-Designed an executive HR scorecard that evaluates the level of influence and performance the function has on the different business units within Cisco.-Created the 2010 Executive Compensation Planner Guide on how to use the tool with supporting step-by-step video demonstrations.-Worked on a team of 6 interns to develop a Career Philosophy statement that is meaningful to over 66,000 employees.

- Advised and assisted in managing 16 APL Logistics employees in 8 different countries on all shipment problems and exceptions.- Identified $100,000 in estimated annual cost savings for Polo Ralph Lauren Leathergoods through dynamic routing decisions.- Managed a RFP that resulted in an option of 6 figure annual savings to Polo Ralph Lauren Transportation by reducing drayage rates. Met 100% of project deadline dates from upper management.- Managed the transportation of United States Olympic Clothing for the Olympic athletes in the opening and closing ceremony with 100% on time deliveries.- Audited the accuracy of freight transactions. Successfully approved 1,400+ transactions with a total exceeding $1,600,000 of payment to two of Polo Ralph Lauren's largest freight carriers.

- Identified $93,000 in annual savings through redesigning the distribution process and improving the shipping efficiency using the DMAIC framework.- Performed a risk management analysis resulting in the reduction of process failures by 90% through process management techniques.- Created a 6 month implementation plan with specific measurables and deadlines to ensure the client would be able to act upon the recommendations.

-Provided Senior Management and the Chief Human Resources Officer a strategic plan to reduce turnover by standardizing recruitment and retention processes.-Completed online training courses on behavioral interviewing, empowering employees and how to properly use intrinsic/extrinsic reward systems.