Supporting the Americas business through talent strategy and execution, enabling our customers to meet business success and career progression, while doing the same internally. Supporting Latin America, Mexico, the US, and Canada.

Global HR Leader, C-suitePrivate Equity owned (Hg); medical imaging platform• Create and enable programs: Culture & values, employee value proposition (EVP), recognition, performance management, employee engagement, and learning & development• Attract great talent to join our organization; record hiring in FY22; reduced voluntary attrition to the lowest in 2 years• Deliver M&A people integration, consolidated benefits, compensation, and payroll• Employee relations & global policy development• Workforce transformation and acquisition integration• HR Information Systems (HRIS), ATS, LMS, LXP, and people tools• Execute operational playbook and high-potential (HIPO) hiring model• Saved the company $1m+ in healthcare plan changes, PTO policy improvements, and compensation management

• Deliver business-critical talent projects to drive performance and achieve company objectives through the engagement, development, and utilization of people • Coach and mentor clients based on assessment results, focusing on strength-based growth and identified opportunities• Clients include Papa John's, Verizon, ADP, Travelport, and Apttus

• Built Ferguson talent programs, processes, team, and strategy from the ground up in 2 years against a 5-year plan, completed under budget while delivering savings on investments• Created RPO strategy to improve field recruiting and reduce turnover; created MSP strategy to form a Preferred Supplier Program and standard agency terms to save $1M+ annually• Launched a global engagement survey to reveal opportunities to retain talent, improve communication and drive performance; comparing data to US and country-specific averages; launched cultural assessment to determine the current state and desired state gap in the business, designed 3-year strategic plan leading to actionable outcomes• Led the Executive Leadership Development Committee to support and direct all talent initiatives aligned to business goals• Created formal succession planning process and talent review; executive calibration; CEO/CHRO business leader review; CEO board presentation; analytics on readiness/gap, progress, DEI mix• Successfully pivoted learning strategy to Live Online training delivery under lockdown conditions to ensure ongoing development and performance; 300k completions in 90 days; saving the company $200k in travel costs and productivity time• Established Inclusion & Diversity (DEI) program, executive committee, Resource Group framework; leader training; board reporting• Instituted Ferguson Blueprint (Onboarding) and Blue Chip (sales onboarding immersion) programs to reduce 6-month turnover and quickly ramp up productivity while driving early associate engagement• Created Management and Leadership development programs using a blended delivery model, assessments, and interactive cohorts• Redesigned and streamlined performance management process; introduced Pay-For-Performance / meritocracy for annual compensation increases• Led the data-driven talent strategy to attract, develop, and engage talent to perform and succeed in meeting business objectives

• Established a global center of excellence (CoE) for talent management and strategy: leadership development, high potential (HiPo) development, management development, organizational development & effectiveness, succession planning, and core & professional skill development programs, tools, processes, and staff across four divisions• Reduced cost per learner and overall expenses by $5M in 2 years (based on $24M annual global spend) • Lowered development suppliers from 1,800 to 400 in the first 8 months, created a Preferred Supplier List with volume-based terms, lowering the cost per learner by 22%• Led the talent development organization through a global HR transformation initiative to streamline programs, processes, tools, and offerings while reducing costs without impacting quality

• Led Succession Planning that ensured an increase of internal placement for vacated roles (grew to 60%)• Built Talent Acquisition processes, sourcing team, and on-boarding for record annual hires• Drove addition of employee engagement as a corporate strategic pillar for the company, with consistent year-over-year improvement (2008-2016) from 60% to 72%, representing the best scores of all RELX Group businesses• Implemented ATS, LMS, Performance, and Succession HR information systems

• Built succession management process to ensure business continuity as mandated by the Board of Directors; installed tracking, skill and experience gap management, and strategically planned the movement of talent with the ELT• Create diversity (DEI) program, corporate events, employee spot reward program, sales training, & sales Circle of Excellence program in addition to talent responsibilities; help attract and retain top talent• Leadership role in the acquisition integration of ChoicePoint by LexisNexis/RELX Group

• Led the profitability of the Professional Services function taking it from being in the red to 28% in the black (a 63% improvement) to improve company viability for acquisition by Novell• Global P&L responsibility for consulting and training solutions ($2.5M) including operational sales, marketing, and finance• Led Strategic Planning initiatives. Consulting delivery methodology, partnership programs, and improved infrastructure

• Managed strategic human capital projects across the WF Home and Consumer Finance organizations including HR systems investments, SLAs, and the $32M Learning and Development Operations Budget• Led all L&D reporting, measurement (Jack Phillips certification), benchmark standards, and work in-take processes to support the L&D team and our business partners; delivered online learning through the LMS platform for over 100,000 members and contractors

• Led global Business Intelligence / CRM education services strategy; complete P&L responsibility for all operational sales, marketing, registration, finance, and fulfillment performance and budgets ($10M globally)• Built $18M Global Education Sales Target, 50% margin in Q1 '01; improved margin by 312% (Q3 ’00 – Q1 ’01)• Closed $1M+ training deal (AT&T), multiple $100K+ deals during my leadership• Delivered all pre-sales training and implementation partner certifications• Let internal training academy and Bootcamp for all associate onboarding, technology training, sales training, marketing training and certifications.

• Led educational services delivery for $30M NA business, with a 26% margin; contributed 255% growth and 25% margin in the first year; led training projects for Fortune 500 including American Express, Hitachi, Netscape, Sprint, GAP, AT&T• Built a revenue-generating global training services team from the ground up, including content, sales support, and delivery