MTI has been a global leader in retail merchandising and services for more than 40 years. A pioneer of modern display technologies, we have never stopped innovating. Our newest solutions, including our revolutionary Connect® IoT platform, continue to push the boundaries of what retail can be.Known for the quality of our products and our ability to deliver success anywhere in the world, we are proud to be the choice of the world’s leading consumer brands.

From its humble beginnings in 1888 as Glaser Bros., a single tobacco storefront in San Francisco, Core-Mark has grown into one of the largest distributors and marketers of consumer goods in North America. While the past century has brought incredible changes to our business and the world in which we operate, our goal is the same today as it was over 120 years ago — to provide customers with the best possible service and to help them grow their sales and profits.

I'm so happy to be back in the Northwest and to be working with such a forward thinking company.

During my 14 years with Glanbia I have worked under many different Business Units including:Business Unit: Aseptic Solutions USA (part of the Glanbia group)Human Resources Dates: 2014 – PresentDescription: I work with business leadership to develop HR strategies and activities across the business, including staffing, performance management, incident investigation, strategic planning, policy development and implantation.I directly manage an HR Manager, Safety Manager, Training and Development Manager, and all HR staff.Key achievements:• Decreased RIR from 11.4 to 2.24 year on year, establishing a near miss and BBS program• Rolled out employee wellness program across the group• Reduced costs by $250K by negotiating comp insurance costs• Designed and implemented a SharePoint solution for the HR Department• Created and executed a talent-management plan based on succession planning and talent assessments• Assisted in the design and implementation of an employee rewards programs increasing employee engagement to 82%Business Unit: Glanbia FoodsTitle: Senior HR Manager Dates: 2013 - 2014Description: I oversaw HR needs for HQ, CIC, R&D, Twin Falls Cheese, Richfield Whey and Blackfoot Cheese plant in the USA, with additional responsibility for UK and Irish operations. I also dealt effectively with all employee grievances and escalations, working with legal and other colleagues to resolve concerns to mutual satisfaction.Key achievements:• Acted as policy committee chair, leading cross-functional team to develop policies that meet business needs and updated employee handbook• Led department in organizational drive to be paperless using Docusign, gaining substantial expertise and working to train out systems• Designed and implemented a SharePoint solution for the HR Department

GlanbiaBusiness Unit: Gooding Cheese Title: HR ManagerDates: 2010 - 2013Description: I worked closely with plant management and HQ management team to implement and sustain programs for facility’s 350+ employees, managing all plant recruitment, internal promotions and salary/payment processes.I also directly managed the plant’s team facilitator, overseeing employee onboarding, new hire training, plants’ training registers, compliance training, forklift certification and others.Key achievements:• Investigated employee relation issues in a professional, confidential manner, mediating grievances promptly and effectively• Developed paperless log sheet system for the Gooding whey plant, minimizing system discrepancy and delay• Worked closely with maintenance management to build and administer assessment tool to ensure technicians were paid correct rate based on competenciesBusiness Unit: Gooding Cheese Title: Team Facilitator / Senior FacilitatorDates: 2002 – 2010Description: I planned, coordinated, tracked, and recorded all plant training, leading a team of plant trainers and giving guidance on training techniques and material, and working with senior management to identify training needs.Key achievements:• Reduced plant turnover over a 4-year period from 84% to 14% by focusing on improved training and ownership of the new hire process• Audited training systems at all locations to ensure consistency of approach