(Company Acquired) An innovative senior HR manager for a 2,500-employee, PE-owned renewable energy producer, utilizing nuclear, fossil, retail sales, and power trading. Led an HR integration, taking the company from public to PE ownership. Launched a newly formed HR organization in partnership with the HR Vice President (CHRO). Took ownership of HR optimization through creation of synergies, talent management, scaling operations, risk aversion, and compliance, while managing a field HR staff of ten. Successfully integrated HR to the business, leading to acquisition by a public company in 2024.• Created due diligence and integration plan post emergence from public to PE in 2020 looking at implementation and optimization. Reviewed, made recommendations and incorporated newly created policies, processes, Talent Management, and Total Reward programs across the organization that are the right size and scale. Results lead to new synergies and enhanced employee engagement.• Created due diligence and an integration plan after emergence from a public to a PE in 2020, looking at implementation and optimization. Created policies, processes, talent management, and total reward programs across the organization at the right size and scale, with results leading to new synergies and enhanced employee engagement. Generated pre-deal HR strategy to successfully change ownership in 2024 from PE to public ownership.• Enhanced our Total Rewards program looking at bonus offerings, the merit program, wellness, and other employee focused programs through the eyes of Benefit Equity, motivation, and engagement. • Established HR KPI metrics to monitor HR impact, company health and employee performance. Partnered with Risk to ensure compliance and risk mitigation practices were in place.• Change agent. Reinvented the field HR organization in partnership with the field team, including new synergy with HR shared services and business.

(Restructure) Worked as people services director with a four-person team in charge of HR operations and analytics, along with a shared-service relationship for a 600-employee manufacturing and distribution company. Led the HR operational footprint, including total rewards, employee engagement, and HRIS Workday. • Partnered with the senior leadership team to create new company policies, with a focus on employee engagement and diversity. • Enhanced Workday HRIS functionality, partnering with IT and compliance, leading to enhanced employee experience in both onboarding and off-boarding.• Introduced analytical diversity of thought into the recruiting model and marketing employee engagement survey results.

(PE Change) Developed and implemented global HR transformation strategy for a PE-owned global 550-employee paper packaging company with $275 million in sales. Brought in by new PE ownership to reimagine HR and prepare the company for sale in three years, including pre- and post-integration. Tasked with creation and launch of new global HR programs to drive strategy and engagement.• Analyzed the PE post-integration state in 2016, making recommendations on enhancements to drive requested change. Met the objective to deliver a comprehensive employee program, including employee review coupled with new total rewards and talent management strategy that introduced global succession planning, benefit equity, and a new bonus program. Rebranded recruiting strategy to identify and attract top talent. • Led HR integration processes in 2019 to transition the company between PE ownership groups, including due diligence and integration planning, along with the launch of post-sale implementation. • Envisioned and implemented a global HR transformation, including sale and launch of Paycor HRIS. Overhauled HR operations and compliance, including use of analytics.• Created and implemented the first global talent assessment and development program impacting 500+ employees in US and Netherlands including Workers Council. C-Suite received first global talent assessment highlighting key gaps and areas of strength using 9-block, global skill assessment and performance vs. promotion. High potential development program was created which netted an increase in promotions 25% within 2 years.• Designed and implemented global compensation program focused on pay grades, market conditions, bonus pay and attrition within key skill groups such as Sales, Engineering, Marketing and Production.• Restructure US engineering, operations and marketing organizations. New model defined responsibilities and rules of engagement improving internal collaboration.

Led a three-person team for a global food print identification company owned by Dover Corporation with 3,000 employees and over $900 million in sales. Launched a new business partner HR model working with commercial and manufacturing sides of the business, with key initiatives that included HR optimization, global organization restructure, M&A integration, and recruitment strategy. • Served as global HR project lead for a $750K global finance restructure, partnering with the CFO and executive leadership team, with the project lasting one year and including a complete life cycle from planning through post-project analysis, completed on time within budget and resulting in a new financial model and 100% retainment in identified talent.• Collaborated in the M&A integration of a German-based company and product lines, including active participation in a complete M&A process for NAM, including relocation of the product and talent to Keene, NH.• Partnered with the global engineering product director on the company reorganization, structural alignment, and cost containment, resulting in a new engineering global organizational model, with a focus on engineering disciplines.• Created recruitment plan including the creation of a college relationship program improving time to fill. Results included a 25% reduction in time to fill and new internship program.• Enhanced Sales Bonus Program after recognizing influx in attrition and negative results to recent employee satisfaction survey. Survey of sales employees a year after rolling out turned a negative 37.5% rating in satisfaction to a 70% satisfaction rating, a 32.5% differential. Over 10 mos. period saw sales increase 8%.• Developed budgetary and compensation analysis exercises using Mercer and Radford. Result was increase in first offer success rates to 85% level due to market competitive offers. • Enhanced PeopleSoft HRIS capabilities through training on system capabilities and program synergies with IT.

Region Assistant HR Manager for national water distribution company with over 3,000 employees and over 700 million in sales. In charge of strategic planning and initiatives for two manufacturing plants including 410-person union plant (foundry), a non-union plant of 105 plus the R&D facility. • Collaborated with Operations Manager and USW to reorganize plant structure up for increased productivity. Result was successful modification of employee contract giving greater flexibility to departmental managers and internal movement increasing productivity with minimal impact to company strategy.• Introduced diversity and inclusion to senior leadership team when making strategic decision on company direction. Brought considerations for the plant personnel to the table enhancing employee engagement and experience.• Developed non-union employee engagement and internal succession plan. Improved high potential pool of employees 10%, time to fill for exempt level positions by 32% and reduced agency fees by $110,000 in two years.• Designed and implemented succession planning and calibration program, introduced job mapping. Turn over reduced 35% over 2-year period in professional functions providing a net savings of $135,000 (including recruiting cost and lost time).• Trained managers in Change and Conflict Management, Delegation, Communication. Result was 15% reduction in voluntary resignation and 20% fewer grievances over employee treatment.• First and second chair for unions and negotiations and created negotiation strategy for contract negotiations. Successfully partnered with unions to drop grievance rate 35% and won 65% of 1st step meetings.

*Earned job promotion February 2009Account Manager working in HR Service Center for 3-billion-dollar Power Product, Corporate Research and Field Sales divisions of ABB with 12 sites and over 1,600 employees. Championed recruiting and business partnership activities for both commercial and manufacturing operations including: workforce planning, internal attrition, cost containment, fair compensation across businesses. Partnered in change management projects including the centralization of HR functions and SAP implementation.• Lead workforce planning and strategic development exercises (including people review and calibration sessions).• Developed strategic HR sourcing model for business groups. Result was an actualized $150,000 savings of agency fees through strategic sourcing and planning. Created employee referral process in a joint project with a colleague that increased employee referral hiring 30%.• Change management project lead on implementing SAP for HR and the new centralized HR model. Successfully partnered with departmental leaders on new SAP HR model and its impact on their daily business. • Managed personal recruiting team and hiring strategy including implementation for Union and Non-union sites.• Assisted in launch of the new HR Service Center. Was part of the “Road Show” team for largest organization within ABB selling the new HR model and its impact on their HR operations. Through detailed communications strategy and first year results received satisfied customer rating.

>Earned job promotion July 2006 Sourced and completed strategic planning, workforce analysis, life cycle recruiting efforts. Responsible for building business partnerships, employee counseling, manager conflict resolution, employee improvement plans, compensation negotiations, and orientation. Provided compensation and internal equity analysis to clients. Made sure clients received diverse candidate pools and diversity initiatives were met.*Developed newly formed Regional Recruiter position focused on recruiting, workforce and strategic planning.*Trained managers on internal retention – taught manager of a small business how managerial style and employee mobility were causing an attrition rate of 20%.*Advised clients on various HR functions including employee counseling, diversity, FMLA, workforce planning.*Studied employee compensation levels, internal equity and provided analysis for customers.*Lead change management initiatives such as the formation of a regional technical recruiter role in the Southeast.*Created and managed employee performance improvement plans.*Answered internal employee questions on job satisfaction, insurance, and performance.

Formed Human Resource, and business, partnerships to effectively serve and staff a national medical laboratory company with 24,000 employees and their business needs. *Full life cycle Regional Recruiter for various laboratories located in 4 different states.*Advised management and executives on employment law, policies, and procedures that affected their area.*Directed managers on employee relation issues and oversaw employee improvement plans.*Developed a new recruiting process that better coincided with managers needs while following company policy..*Administered advice to employees on workers compensation, FMLA, and short/long term disability.*Answered internal employment questions on job satisfaction, insurance and performance reviews.*Solved compensation questions and concerns that affected internal attrition.*Conducted full orientation with new employees.

Partnered in respect to recruiting, human resource generalist functions, analysis, and process improvement with Engineering, IT, and Finance divisions for a $61 billion dollar utility company with 23,000 employees; focusing on a recently created engineering division of AEP – Pro Serv Inc. *Developed and organized a new division, Pro Serv’s, recruiting strategies and processes from the ground floor.*Generated revenue and confidence for AEP’s employment arm of Human Resources in new HR Center.*Established and maintained managers, and divisions, trust and confidence by building strong business partnerships. *Answered employee questions regarding various issues and complaints such as workers compensation, short/long term disability, job satisfaction, insurance, internal openings, and performance reviews. *Governed vendor interactions for Pro Serv so managers could fully utilize their time.*Assisted in the immigration process for the candidates who needed assistance in that arena. *Spoke at various professional organizations regarding HR issues and advancements.

Assisted a billion dollar insurance company, Nationwide Insurance, in finding, sourcing, and presenting qualified IT candidates for their respected positions. Also assisted in generalist functions when needed.*Developed and presented a benchmarking survey for Nationwide Insurance’s Employee Referral Program.*Advised employees on current and future internal positions.

Provided sales, recruiting, and HR generalist support to Robert-Half International.*Recruited and interviewed candidates through various methods to fill open positions.*Grew business through partnering with local companies to assist in their staffing needs.*Spoke at various professional organizations regarding HR issues and advancements