Fostering a value-driven environment through a people-centric employee experience to shape the future of retirement for the JULY team and its clients, their employees, and their financial advisors.

Lead and execute the people strategy for several Global IID Parent, LLC family of companies (private equity backed). Successfully navigated the COVID-19 pandemic for internal staff and impacted external partners since the pandemic's US outbreak just a few weeks after my joining the team. Given the company’s recent explosive growth, the business knows the significance of a cohesive people strategy, extending far beyond payroll, leaves of absence, and benefits administration. I was brought on board in a new capacity to develop a centralized employee centric philosophy and make it a reality by building relationships across the executive team and subsequently educating leaders at every level on current day HR. Results of a team approach to leading people include a 60% reduction in call center employee attrition, performance based pay, data integrity for sound decisioning, and remarkable internal client service. Achievements include building a performance leadership strategy with mechanisms replace the traditional annual performance review concept, developing career progression matrices, implementing unified mission/guiding principles/vision, reducing hiring expenses with centralized tools and SOPs, standardizing employee onboarding, facilitating leadership training, and building a top notch team known for its fantastic internal client service. Most importantly, we collectively save countless lives.Responsibilities include change leadership, risk mitigation, benefits strategy and design, HRIS analysis, internal communications, mergers and acquisitions (M&A) due diligence and post close integration, project management, coaching, conflict resolution, and all HR necessary functions.

A pioneer in the Children's Advocacy Center movement, DCAC's mission is to improve the lives of severely abused children in Dallas County and to provide national leadership on child abuse issues. Given the traumatic nature of the impact the work had on the staff, I was brought on to lead people strategies for improved internal communication, leadership styles, conflict resolution, benefits education for self care, and making a great place to work out of emotionally taxing roles. With this came performance, talent acquisition, and HRIS utilization strategy development and execution.

Virgin Pulse | SimplyWell | Viverae (PE backed) - acquirer then acquiree within 15 fast monthsViverae acquired SimplyWell in August 2017 and subsequently changed its name to SimplyWell. Virgin Pulse acquired SimplyWell in November 2018. Led Viverae/SimplyWell’s Talent & Culture (T&C) strategy and Organizational Effectiveness (OE) initiatives to be our external clients’ role model as they looked to create healthy cultures. Incentivized the T&C team to achieve success through knowledge of the business and leadership partnerships. Engrained well-being in the employee experience (EEX) to ensure all initiatives aligned directly with SimplyWell’s business objectives. Responsibilities included change management, mergers and acquisitions (M&A) due diligence, post close integration, risk mitigation and compliance, benefits strategy and design, project management, HR communications, compensation planning, career development, performance management, conflict resolution, HRIS analysis, and payroll oversight.Achievements included proactively maximizing the cost reduction strategy through rightsizing planning and execution in preparation to recapitalize; reduced voluntary turnover by more than 25% across the entity; successfully led the people project of Viverae’s acquisition and integration of SimplyWell by advocating for the legacy SimplyWell asset prior to Virgin Pulse’s acquisition and balanced negotiations throughout the ongoing integration.

Led the people agenda, specifically Organizational Development (OD), including talent management, performance management, and learning and development initiatives. Provided employees with challenging and rewarding career paths while enriching the company's employee-centric culture. Additional responsibilities included legal risk and compliance, corporate communications, employee relations (ER), benefits and wellness, compensation, and payroll.- Successfully introduced and incorporated the HR Business Partner concept to a team of engineers.- Enhanced employee communication and engagement using tribal leadership concepts through Small Groups.- Created a performance management methodology used to coach management to effectively communicate, lead, and document employee performance.- Developed process for effective goal and SMART objective writing, focusing on company and employee investment.- Implemented an online HR portal for information sharing, online benefits enrollment, and employee self-service.- Hosted and facilitated management forums and published management guidelines regarding best practices.- Partnered with leadership teams to design and develop career paths, levels, and position descriptions.- Overhauled employee handbook, policies, and non-compete agreements to create consistency across the organization.- Streamlined processes around payroll, benefits administration, billing audits, onboarding, and terminations.- Mitigated risk to the business through sound recommendations regarding ER issues.- Enhanced the partnership between business units, cross-pollinating practices to ensure remote employees felt connected to the business and cross-selling opportunities were both encouraged and recognized.

Partnered with senior leadership on strategic OD initiatives developed to positively impact the bottom line.- Enhanced the partnership between Corporate and Regional HR teams, eradicating “us vs. them” mentality.- Mentored struggling HR team, building on strengths, growing confidence, and fostering trust through transparency.- Established HR credibility by developed company-wide best practices and executing across the organization.- Consulted with all levels of management and staff to mitigate risk, partnering closely with Legal team.

Partnered with leadership teams to better serve millions of consumers, businesses, and the world’s most prominent clients. Thedissolution of Chase Paymentech’s joint venture between JPMorgan Chase and First Data presented the opportunity to play asignificant role in the separation of the company and the integration of the remaining majority through:- Extensive leadership training, coaching, and development- Change management strategic planning and execution- Mitigating legal exposure while remaining an advocate for employees- M&A due diligenceSuccess as a Senior HR Business Partner within Card Services led to a greater opportunity within the firm’s Corporate HR team:- Trusted partner, advisor, coach, and counselor to executives and senior leaders across multiple business functions- Investigated protected class issues, retaliation claims, and executive office appeals through resolution- Enterprise wide visibility through project leadership, development, and execution