-Collaborate with the Head of Amazon Key to coach managers, transform the workforce, and pilot new projects for 700 employees in Engineering, Product Management, Customer Service, Sales, Business Development, and Marketing-Manage a team of HRBPs and Centers of Expertise across the US, EMEA, and APAC-Lead bi-annual performance reviews (generating data insights, enabling calibrations, and coaching supervisors), resulting in reducing bias by 10% and achieving 100% of goals-Lead quarterly promotion reviews to identify 5% of top performers, develop 2% of potential successors, and assess team composition (levels, skills, and managerial responsibilities)-Oversee projects that impact outsourcing, offshoring, hiring, reducing, and returning back to the office while maintaining an employee engagement score of at least 70% -Facilitate monthly client reviews with executives to guide decision-making by preparing metrics, providing recommendations, and organizing deliverables

-Collaborated with the SVP of Information Technology to influence Change Management, Organizational Development, and Talent Management for 600 employees in Software Engineering, Cloud Engineering, Network Operations, Legal, and Product Management-Managed a team of HRBPs and Centers of Expertise across the US, EMEA, and APAC-Led annual client talent reviews to calibrate promotions and ratings within 90% of Key Performance Indicator guidelines as well as identifying high performers and successors -Conducted 2 to 5 investigations monthly related to underperformance and policy violations in addition to meeting with the C-Suite quarterly to review metrics, goals, and new policies -Oversaw a 600-employee reorganization during a global pandemic that achieved headcount reduction targets, regional consolidation, and a 200-person site closure -Represented Human Capital on the 1) Global Merger and Acquisition team to provide due diligence; 2) Diversity, Equity, and Inclusion team to facilitate ideation workshops

-Collaborated with the Senior Manager of Radar Engineering to develop an integrated Human Resources strategy for 300 Engineers, Scientists, and Technicians -Mentored a team of generalists to share best practices across the organization with a focus on how to manage conflict, influence executives, and leverage data-Led annual client talent reviews to calibrate promotions and ratings within 90% of Key Performance Indicator guidelines -Conducted 1 to 2 investigations monthly related to underperformance and policy violations -Piloted a manager capability project to successfully identify supervisor skills gaps, design course content, and deliver just-in-time training

-Led a Centers of Expertise team to reorganize the Finance department including creating new job descriptions, performance plans, and individual development plans-Directed quarterly hiring reviews with the C-Suite to approve 50 to 100 department requests, review a 3M dollar people budget allocation, and track Human Resources goals -Directed monthly innovation sessions resulting in the automation of over 12 critical processes by brainstorming ideas, testing solutions, and prioritizing team workload-Represented NASA on a multi-agency team that successfully implemented a new Human Resources Management System housing over 1M current and former employee records -Organized a Kaizen event that utilized multiple tools like current and future state maps, Ishikawa diagrams, and PICK charts to optimize administrative support across the organization

-Designed an enterprise strategy that aligned a 5M dollar learning investment with business needs to reduce over 20% inefficiency by reducing redundancies and maximizing resources -Created a needs training assessment tool to collect requirements, prioritize activities with senior leaders, and mitigate bias-Trained new supervisor cohorts quarterly on Human Resources Information Systems, Workforce Planning, and Hiring processes -Participated on the Astronaut Selection committee to assess the preliminary qualifications of over 18,000 candidates and met my individual goal of assessing over 1,500 candidates -Facilitated Diversity Dialog Program Workshops with cross-organizational groups of employees to increase inclusion, share personal stories, and spread awareness

-Managed department Full-Time Equivalent allocations by forecasting gains and losses as well as working with HRBPs and organizational leaders to expedite or slow down hiring-Projected Work Breakdown Structure estimates by partnering with Finance and Organizational leaders to track funding and advocating for the right mix of Programs and Projects from HQ -Acted as the main point of contact for the Competency Management System to ensure data accuracy and tool functionality -Designed reports and dashboards to support the Talent Acquisition, Performance Management, Training, Diversity, Equity, Inclusion, and Belonging teams as well as affinity groups-Conducted diversity barrier analysis on the promotion process, which culminated in a corporate shift to a more equitable and metric-based method -Co-led a project to build an internal job opportunities platform that successfully redeployed over 66% of employees impacted by congressional budget appropriations

-Implemented a new program to significantly decrease the time to hire and increase retention by directly hiring entry-level positions for groups with high turnover -Facilitated new hire orientation training on sexual harassment, unconscious bias, suicide prevention, and company policies -Supported Benefits, Performance Management, Staffing, Classification, Leaves of Absence, Worker’s Compensation, and Recruitment / Talent Acquisition processes -Processed and audited new hire paperwork, employee changes, benefit elections, and payroll records -Provided internal and external customers (government and regulatory agencies) with monthly demographic reports by integrating data from several sources