Assist Large-Enterprise companies in their implementation of Workday solutions.

On April 1, 2017, Hewlett Packard Enterprise spun off its Enterprise Services division to become DXC.technology, the world’s leading independent, end-to-end IT services company with 170,000 employees in more than 70 countries.Responsible for full life-cycle Workday implementations to include:• Gathering requirements from clients and educating them on Workday capabilities• Designing and implementing solutions in Workday Recruiting• Providing post-production supportExperienced in acting as the Global Lead for the Offer Letter Generation work stream for one of the largest Workday Recruiting implementations. In this role, was responsible for managing the full scope of offer letter development work for over 40 offer documents, across 16 countries representing the Americas, Europe, and Asia Pacific, while directing the work of up to six Implementation Consultants, across three regions, to accomplish project goals.

PROJECTSFinancial Advisory FirmNew York, NYRecruiting Optimization/Preparation for Workday RecruitingClient’s recruiting process lacked structure and consistency and needed to become more efficient and optimized for their move to Workday Recruiting. Worked with the CHRO, COO and VP of Talent Acquisition to create a standardized hiring process, complete with forms for each of their candidate touch points – Recruiter/Hiring Manager Kick-Off Meeting, Search Firm Candidate Screening, and Multi-Round Interview Process. Also gathered Search Firm metrics to determine their ROI and to plot the most effective way forward. Fortune 10 High Tech CompanyPalo Alto, CAWorkday Recruiting Evaluation Worked with key members of the client's Global Talent Acquisition organization to gather recruiting requirements and create use cases which were shared with Workday as part of a joint Design Partnership. Also participated in design sessions to further define requirements.Fortune 10 High Tech CompanyPalo Alto, CAWorkday HCM Implementation As part of the largest Workday HCM implementation in the world at that time, was responsible for various Management of Change (MoC) activities such as: Partnered with the Reporting & Analytics team to help guide and drive the right solutions for managerial dashboards and reports in Workday. Formed and led a group of senior HR representatives who led the Workday MOC efforts for their business units. Provided directives and clear actions by facilitating knowledge sharing sessions, distributing communications, resolving issues, and incorporating input.

Responsible for full lifecycle, Talent Acquisition-related integration work that resulted from our global acquisitions, most in the $3B+ range. Worked with senior executives, on both the buy and sell side, regarding Talent Acquisition (TA) due diligence, Human Capital integration strategy, vendor rationalization, process and org alignment, talent management and selection, and overall project management and governance all in alignment with the overarching M&A and Talent Acquisition (TA) Strategic Roadmap.Directly led multiple TA M&A team resources across AMS, EMEA and APJ. Additionally, worked extensively with cross-functional teams to ensure a seamless integration (e.g. Corporate Development, HR Delivery and Operations, Corporate Talent Acquisition, HR Compliance, Communications, etc.).

This organization was responsible for all people-related integration and divestiture activities that resulted from global and domestic IT outsourcing pursuits.Acted as the Global HR M&A Lead for dozens of strategic, global sales pursuits and the resulting HR integrations. These pursuits usually represented a total contract value (TCV) of $200 million to $6+ billion and could entail the integration of upwards of 2,000 employees from the client to our company across dozens of countries.Served as the primary HP interface to the client’s HR executives. Led HR transition teams in Europe, Asia Pacific, Latin America and Canada to craft global HR transition solutions and presented these solutions to prospective client CXO and Business Unit leaders to ensure a seamless, synchronized, global employee integration as the result of new outsourcing service agreements.Throughout the lifecycle, collaborated with cross functional teams to include Pursuit Leaders, Bid Managers, Solution Architects, Technical SMEs, Legal, Finance and HR Service Delivery.Key responsibilities included:· Performing pre-deal HR Due Diligence to minimize people-related cost, retention and business continuity risks (e.g. contract reviews, benefit/compensation analysis, global benefit harmonization, cultural assessments, etc.)· Development of HR transition strategies in compliance with country labor laws (e.g. ARD, TUPE) and Works Council consultative processes, including talent selection· Development of HR Cost Models to capture all people-related integration costs (e.g. resources, benefit and pension harmonization, redundancy, comms, etc.)· Development and management of HR integration Project and Comm Plans· Negotiation of HR Terms & Conditions (e.g. benefit terms, key personnel, retention, etc.)· Managing onboarding activities (e.g. town halls, hiring meetings, training, etc.)

Led various HR-related projects:• Project Next Level: Conducted global performance benchmarking for over one thousand client/market-facing employees worldwide.• Performance Management Process (PMP): US project manager responsible for the nation-wide rollout of the Performance Management Process, the PMP employee assessment tool, and associated training.

Responsible for a wide variety of hard-to-fill recruiting assignments for individuals that directly impacted bottom-line revenue (e.g. Sales Executives, Regional Sales Managers, Managing Directors, and Managing Consultants). Over-achieved quota each year.