TIER REIT (NYSE: TIER) was a self-managed real estate investment trust that owned, developed and managed best-in-class commercial office properties. The TIER REIT portfolio focused on high-growth, amenity-rich areas as highlighted by our properties at The Domain in Austin, TX; Bank of America Plaza in Charlotte, NC; and Sherry Lane in Preston Center, Dallas, TX. TIER REIT merged with Cousins Properties in Q2 2019. The combined company is be based in Atlanta and managed by Cousins’ leadership. I have had the opportunity to strategically lead the Human Resources function at TIER REIT. During my tenure, I built a respected Human Resources function by providing a client-focused approach with a strong understanding of the business to bust silos and build productive relationships. Key achievements included improved processes in the areas of performance management, compensation, benefits, talent acquisition and succession planning. Stretch assignments included supporting re-alignment of our financial re-forecasting processes as well as leading the employee risk and business continuity initiatives. I have also led corporate restructure and merger activities, managed the company’s health and wellness programs as well as being a contributor to the company’s ESG (environmental, social and governance) initiatives.

While at Tiffany & Company, I initially supported the 15 location Northeast retail market. This role permitted me to transition a new leader into the market, implement strategies to significantly improve employee engagement, reduce compliance line activity, as well as develop the store closing process for Northern America. I was transitioned into a role supporting the leadership and team for Northern America’s Marketing, Finance, Building Operations, eCommerce, Tiffany for Business (B2B Sales) as well as leading Talent Acquisition and special projects. Special projects included developing a staffing plan for US Retail, implementation leadership new for timekeeping software, management training course development as well as leading a restructure of the Northern America retail organization. Restructure activities included development of the business case and communication plan, reduction methodology and logistics.

Managed Human Resources function at multiple retail locations while supporting 25+ managers. Led all aspects of labor relations, employee relations, employment recruiting, training, performance management and off-boarding. Retail environments were both urban and suburban with both union and non-union employees.

Oversaw guest experience for the location as well as direct management responsibility of cash office, front check lanes, guest service desk, photo lab, food concessions, housekeeping and exterior brand maintenance.

Grew from an Area Sales Manager to Human Resources Manager supporting large volume and flagship locations. Locations were both union and non-union within the same location.

2.5 million sales volume