Newsela is an education technology (SaaS) company that brings meaningful classroom content to every student. We are the leader in supplemental learning content including current news events, English, Language and Arts, Social Studies, Science and Social Emotional Learning. We have a deep passion for enabling teachers to effortlessly and effectively inspire their students’ learning. We bring a vast array of digital content to life for K-12 students that is aligned to all state standards. Our platform provides deep search capabilities and customization for all student learning capability levels. We have >500 U.S. employees.

TeamOhana is a software start-up endeavoring to solve one of the most difficult, unsolved process and efficiency issues in Finance and HR: headcount management. Companies typically spend most of their funds on people as they grow. Human capital is often the most important investment. TeamOhana is bringing elegance and simplicity to this chaotic and unpredictable part of scaling company growth.

Druva is a rapidly growing company offering unique capabilities in Data Management, Back-Up and Protection, offering a SaaS platform for edge, on-premises and cloud workloads. Our Druva's culture is rooted in deep respect for one another, collaboration and a strong bias for action and execution. The role of the People Organization directly linked all of our efforts to the drivers of Druva's success. We achieved employee engagement scores of 81%, eNPS of 65, and record low turnover rates in this incredibly competitive labor market. Druva headcount doubled during my tenure.

Purchased by Hewlett Packard Enterprise in September 2017 within the Pointnext organization, CTP was/is a technology professional services firm specializing in public cloud business transformation. Clients were predominantly Fortune 500, global, with highly complex needs. As a true "people" business, CTP was comprised of some of the technology industry's most sought after talent and leaders. CTP experienced a 90%+ employee retention ratio and top 15th percentile engagement due to the quality of people across all levels, an outstandingly vibrant culture, and true leadership transparency. The company grew rapidly, offering value to clients that no other technology firm in the world was equipped to offer. My role as a senior leader was to lead the team toward the best decisions possible that delivered excellent value to clients and exceptional experiences to people (along with a healthy dose of "roll-up-the-sleeves work" as well). Day by day, we built a company that was changing how businesses succeeded, while serving as one of HPE's growth engines. We remained humble yet confident, we shared the same values, and we genuinely cared for one another. The People and Culture team worked daily to foster culture, led changes and successes within HPE, developed our leaders, supported the growth of our Architects and Engineers with ongoing technology and consulting learning opportunities to meet clients' challenging demands. As Chief of Staff to our CEO, my role included additional focus on our business planning, strategies, organizational effectiveness and integration within HPE. Worked closely with my team of peers and collaborated daily to drive CTP's success with our people and customers. (Headcount and revenue doubled during tenure.)

(Company was sold to Enel) Reported to the CEO (founder), leading a global HR team to transform this highly entrepreneurial company from Demand Response services to an enterprise, cloud-based SaaS provider of energy intelligence software (EIS). Actively partnered to restructure and evolve the capabilities of core functions including Sales, Service and Operations. Integrated three acquisitions that more than doubled the company, focusing on engagement, assimilation and ROI. Evolved/created many core talent practices. Restructured HR team to align with business, drive results and deepen partnerships. Member of the Executive Committee to drive company strategy near and long-term. Partnered with the Board on executive compensation and succession. Joined as company went from ~800 people to ~1,500 globally.Note: Company was sold to Enel, an Italian energy company, which dissolved ~70% of the company.

Served as a deeply committed and driven leader at Hologic, which remains an outstanding company primarily focused on cancer detection, disease screening, and women's surgical devices.SVP, Human Resources Officer (December 2013 to December 2014) Global HR leader for Hologic reporting to new CEO. Focused on cultural transformation, acquisition integration, re-engaging the workforce and rebuilding leadership team. Led Hologic through one of its most challenging phases, partnering closely with my peers, CEO and our Board. ($3B in revenues, 6,000 global population)VP, Human Resources (October 2010-December 2013) Led all corporate HR functions including total rewards, HR systems, talent acquisition, learning and development, engagement and employee communications. Led a team of HR business partners deployed across P&L divisions and corporate functions. Created new and tuned existing programs and HR services to support growth, both organic and as a result of major acquisitions. Led large-scale integrations for HR and culture.Chief of Staff (December 2012-November 2013)Appointed by Board and CEO to act as key advisor to the CEO and a direct report. Provided CEO with input on business decisions, performance issues, ongoing initiatives, communication and succession plans. Participated in all Board meetings, executive management team meetings, and other business planning events as an active contributor. Regularly interacted with Board, both formally and informally, to discuss changes in direction and/or progress. Maintained most of the VP, HR role with emphasis on organizational development.Sr. Director, Human Resources (October 2008 to October 2010) Similar responsibility as VP, HR role.Director, Compensation (April 2008 to October 2008) Comp, HRIS, Perf Mgt. Very active with Compensation Committee as internal expert (which continued through tenure).Growth: 1.8K to 3K people via acquisition ($800M to $1.6B rev) and departed at ~6K people (~$3.2B rev).

Hired by prior manager (from Digitas) to build core HR infrastructure and further shape culture in rapidly growing start-up while serving as HR Business Partner to over half the company. Developed core compensation programs and enhanced benefit offerings. Created career paths and basic competencies. Developed expatriate practices for growing expat population, and stabilized workforce/significantly reduced turnover at a major site (Jamaica). Collaboratively developed performance management and succession management practices with leadership. Co-led opening of first European site to rapidly scale the business. Served as executive compensation lead for Compensation Committee and significantly enhanced their core analytics for improved decision making given public status. Joined when company employed ~180 people and departed at ~1,200.

Led compensation practices, HR systems and performance management. Performed comprehensive analysis of rewards programs; established guidelines for salaries and variable award programs based on market practices with careful consideration of extremely competitive talent pool. Centralized all HR data and processes after conducting an overhaul to clean up people data, flow of data between systems, and established data auditing programs to ensure ongoing data integrity. Led team of HR executives to evolve performance management practices globally to improve revenue-generating capabilities of consultants. Designated as "High Potential" future leaders receiving additional development and opportunities. Joined when company employed ~800 people and departed at ~1,200.

Originally hired as a three-month contractor to manage global annual compensation processes (when company was Shipley, part of Rohm and Haas). Role was extended and expanded to include comprehensive market analysis of all associates globally, update compensation guidelines across all levels, and serve as executive compensation consultant informally for CEO. Offered a full-time position with parent company requiring relocation but declined. Division employed ~3,000 people globally during tenure.

Partnered with Joseph Rich and Jack Connell, executive compensation experts during this period:Pearl Meyer (former Executive Alliance), Marlboro, MA April 1997 to May 1999Wilson Group, Waltham, MA, May 1999 to April 2000 Radford/Aon Consulting (former iQuantic), Southborough, MA/San Fran, Apr. 2000 to October 2001

Recruited by Jack Connell, who I later joined in two consulting firms. In this position, consulted with line human resources managers on job evaluation, salary administration, stock options program, reward and recognition program, and any other compensation related issues. Designed compensation programs and also managed program rollouts: reward and recognition program, merit planning tool, stock option program (assisted with design), and 1997 base pay programs. Conducted market analyses: general population, west coast subsidiary, engineering population, executives, and board of directors. Trained employees and management on compensation programs. Company went through significant transition during this period.

Provided compensation consulting to HR leaders on job evaluation, salary administration, short-term bonus program, compensation planning, and day-to-day compensation issues. Independently managed compensation projects. Completed various salary surveys annually and attended industry survey meetings to discuss matches and steering committee meetings. Executive compensation responsibilities included annual market analysis for base, short and long term plans. Conducted special analysis for CEO and COO. Managed and led compensation portion of “Liberty Managers Training Program.” Co-Op experience was as HR Generalist and Recruiter. (25,000 person company)