KITCO Fiber Optics is one of five companies which are part of the Aerospace and Defense tower of Marmon Holdings. Total group included just over 500 employees in multiple cities in the US and UK. Led a team of 6 geographically separated HR professionals in developing and implementing our business plans. Key accomplishments include:• Built HR function based on strategic business plan and implemented scalable HR disciplines including Talent and Performance Management, Compensation (and compensation planning process), Talent Acquisition, Payroll, Benefits, and Organizational Design and Development.• Became certified in and taught DDI© Targeted Selection program, which when combined with Culture Index, improved retention rates and reduced turnover by 50%• Developed a rational, market-based pay structure for compensation management, compensation planning and merit review cycles. This improved our billing structure and allowed us to increase revenue per person on fixed price government contracts, consistent with wage determination, etc.• Implemented talent management, talent acquisition, and compensation programs• Implemented cultural initiatives using Culture Index and Engagement Survey data resulting in favorability scores greater than 80% overall.• Led restructuring initiatives in field services business to support leadership capability, retention, and customer engagement.

Vastly was a privately held global enterprise (headquartered in China) specializing in new industrial technologies for creating paper, tissue, and agricultural products from wheat and other sustainable crop residues. Provided strategic consultation to senior leaders across the organization while tactically implementing the Strategic HR Plan. 3 direct reports in sales, accounting, and consulting services. Key accomplishments include:• Built HR function based on strategic business plan and implemented scalable HR disciplines including Talent and Performance Management, Compensation (and compensation planning process), Talent Acquisition, Payroll, Benefits, and Organizational design and development.• Led annual corporate strategy and business planning sessions, supporting and executing the strategic direction of HR as a result.• Implemented strong talent acquisition strategies with an average time to fill of10 to 14 days. • Directed and oversaw all immigration petitions and supporting documentation for F-1, L-1, and H-1B petitions.• Developed an interdisciplinary internship program that delivered real solutions to the company in the form of market data and product development strategies.• Provided feedback and coaching across the executive team and throughout the organization to ensure alignment and cooperative collaboration.• Established market-based pay ranges within each function and updated annually; ran merit review and bonus allocation program; established commission program and short term incentive plan.• Directed enforcement of all company policies and developed the employee handbook• Active in business development for the firm, including driving and completing sales.• Utilized metrics and data to develop process, policies, and programs. • Managed the G&A budget and 3 direct reports in sales, accounting, and all outside consultants.

Liberty Source PBC provided onshore alternatives to the business process outsourcing industry, primarily in accounting, finance, and data analysis. Rebranded and developed the HR team to establish programs which address the needs of a highly mobile and virtual/remote workforce of approximately 105.• Led annual corporate strategy and business planning sessions, supporting and executing the strategic direction of HR as a result.• Oversaw and performed all facets of HR including new hire orientation, employee benefits, recruitment, records, compensation planning and management, employee development, and legal compliance.• Developed a talent acquisition team which attained a high-volume time to fill of 7-10 days focused on military spouse and veteran hires in the local region.• Developed remote worker program to enable a fully remote workforce capability for military spouses.• Launched the Gallup Q12© engagement strategy and survey action planning process and to enhance culture and drive performance.• Held quarterly talent review sessions to ensure employee development and performance was effectively assessed and guided the development of our people.• Developed a market-based pay structure for compensation, merit planning and review cycles.• Redesigned benefits programs and transitioned them to ACA compliance, while reducing costs by 14% in the first year.• Active member of the business development team in due diligence meetings and post-acquisition efforts to build and stabilize the new team. Evaluated proposals and responded with corporate workforce capabilities designed to support our capability to execute the bid when won (emphasizing our exceptional time to fill metrics).• Established data and analytics tools for making HR and business decisions affecting our talent.• 2 direct reports in HR, 1 direct report in facilities and IT vendor management.

PRA Group is a world leader in acquiring non-performing consumer debt with 3880 US based employees. Provided strategic HR leadership and business partnership to senior leaders throughout the organization, including its 7 call centers located throughout the US. Focus was on partnering with center leadership to maximize business outcomes, organizational effectiveness, and talent strategies at the site level. Worked with Centers of Excellence (COEs) to execute corporate HR program cycles such as succession planning, talent management and employee engagement, benefits enrollment and compensation planning, ERP System implementation, and related change management. • Provide HR business partnership to leaders of all levels situated in corporate headquarters and 7 call centers throughout the United States.• Provide HR leadership to a team of 9 HR Business Partners and 4 Coordinators and continue building an HR team during a time of industry recognized corporate growth and globalization. • Continuously evaluate and update the HR business and SOX control environment.• Implement and execute a third party engagement survey program to replace an outdated satisfaction survey.• Support the corporate wide Workday HRIS implementation through planning, decision support to the business, socialization and training of HR Business Partners and end users within the business.• Formulate policy and procedures to advance business goals through efficient HR practices and standardized, scalable processes.• Execute corporate HR program cycles such as succession planning, performance management and compensation planning.• Establish reporting capabilities and monitor trends, taking action to make shifts in support or strategy when needed.• Provide sponsorship to the development of management training materials that enhance capabilities of managers and local leadership teams.

Maersk Line, Limited (MLL), is a logistics, transportation, and supply chain company wholly owned subsidiary of AP Moller Maersk which generates almost $2 Billion in revenue with 250 shore side colleagues and over 1000 mariners. Customers were primarily US Government and Federal contractors required to have US Flagged transportation services. Key accomplishments include:• Led the 18 month implementation of the SAP HRIS system for our business unit. o Partnered with regional HR leadership from all AP Moller-Maersk business units in North America to define and implement a localized version of several SAP modules, including Personnel Administration, Organizational Management, Performance Management, E-Recruitment, and Compensation.o Communicated program implementation timelines and deliverables.o Provided direction to an analyst and a specialist assigned to the project.o Trained end users, business leaders, and managers on each of the HRIS implementations.• Conducted the employee engagement survey via third party. Communicated program timelines and provided consulting services to the business leaders on owning and acting upon their team engagement survey results. Provided focused support efforts for managers with the lowest tier engagement results.• Provided guidance on policy and regulations, employee relations concerns, organizational development, hiring, selection, and pay matters for clients as the HR business partner for our Arlington, VA location and Farrell Lines business unit.• Managed program execution for the performance management and merit planning cycles.• Provided compensation program analysis and recommendations for salary adjustments.• Corporate recruiter for all positions from June 2011 to December 2011. Hired over 30 full time colleagues in the interim period and reduced costs with targeted networking and selective use of third parties.

Pursued the reinvention of the Burger King brand. This was a global role providing strategic consultation to C-Suite leaders across their global organizations in North America, Asia, EMEA, and LATAM to maximize business outcomes, organizational effectiveness, and talent strategies to maximize business outcomes. Effectively partnered with Centers of Excellence (COEs) to revise and redeploy a full suite of HR Services. Assigned to Central Florida field operations during the last two years. Supervised 2 HR managers in the field for Central Florida field operations. Overall key accomplishments included:• Partnered with HR colleagues to develop and implement a complete suite of new and/or revised HR programs, policies and systems that support the brand turnaround. Programs included talent review, succession planning, performance management, and employee relations.• Increased HR Acumen of line leaders to effectively balance compliance, talent retention and development, and execution of the business strategy.• Identified inefficiencies in the operations of the business and implemented structure, process, or people changes that enhance business results and move the brand forward.• As HR for HR, mentored and developed individuals across the HR team by providing on the spot coaching to junior HR Professionals resulting in their successful rotation and advancement. • Provided business partnership to line leaders in field operations while assigned to field HR. This assignment covered a territory that included 97 restaurant managers and a leadership team of 16 area managers, market managers, and 1 director.• Provide coaching and mentorship to high potential restaurant managers.• Reduction in turnover from 27% to 3% in global finance; • Revamped talent management programs, recruitment processes, and stronger consultation practices in franchising and field operations.

Provided strategic consultation to local segments and divisions of Dell Financial Services and Dell Americas Operations (the industrial assembly team for Dell Servers, Desktop and Workstation production facilities- a two-shift operation of approximately 1000 associates). Effectively partnered with HR centers of excellence (COE) to ensure alignment with HR policies and practices. Key accomplishments included:• Partnered with functional leadership on people strategy, structure, and staffing to meet business and plant objectives.• Partnered with other factory generalists and other business partners to realign factory production and work schedules to more closely match the sales profile. • Increased Tell Dell survey scores from 65% favorable to 84% favorable by coaching line managers on an action planning process that engages employees in their own experience at work.• Managed resolution of complex employee relations issues and provide counseling and investigations in accordance with legal requirements.• Effectively partnered with clients to define hiring needs and select candidates from a robust and diverse pipeline.• Partnered with HR specialists (recruiting, compensation) to ensure alignment with HR policies and practices in both staffing and compensation planning.• Maximized performance of individuals and work groups by tying individual performance plans to the strategic plan of the company and calibrating performance results on a frequent basis.• Planned and implemented succession plans for all levels of leadership and certain critical skill positions. • Kept an active pulse on employee issues through roundtables, skip level one on ones, and employee survey action planning and recommended creative actions to actively engage employees.• Supported the implementation of HR policies, processes, programs, and systems at all levels of planning and implementation.• Successful implementation of restructuring initiatives with full employee retention.