 Led the people side of change for the Technology organization globally and was a core member of their digital talent efforts to deliver solutions designed to accelerate global healthcare transformation. This included building agile teams, establishing digital maturing, closing talent development gaps, and minimizing change impact. Led a team of 10+ professionals and a budget of $3.2MM. Developed key assets, including a comprehensive online playbook, program narratives, leader toolkits, and a change management framework with consistent guidance and tools. Served as a key member of the Talent Workstream and established an innovative role-based learning approach with an online repository to ensure leaders have access to the right materials at the right time.

 Served as a trusted advisor to the Chief Technology Officer (CTO) by providing strategic advice and counsel on business matters. Defined areas of opportunity and strategic focus while managing the organizational budget and headcount. Developed executive presentations and communications including town halls and leadership team meetings. Led organizational and leadership development workshops. Led complex reorganization and drove the agenda to shape the organizational health strategy, action plans, and implementation of specific practices to transform the culture. Implemented purposeful plans including networking and volunteer opportunities. Established regional change agent networks and created feedback mechanisms to gauge employee satisfaction and address concerns or areas for improvement. Led the return to work “better together” campaign. Developed change strategy with both short-term and long-term priorities to mitigate concerns, drive results, and maintain stakeholder engagement.

 Led workforce planning efforts to assess and diagnose talent gaps and deployed capability assessments to ensure gap mitigation plans were in place and development opportunities were available.  In conjunction with McKinsey consultants and J&J’s Global CIO, I orchestrated an organizational restructuring initiative to migrate to a new agile-based operating model. In the process, IT shifted its internal reputation from a back-office function to a value-added strategic business partner. Addressed 30+ employee issues annually through research and unbiased decisions. Implemented a comprehensive framework to assist with conflict management and witnessed a 32% reduction in complaints within the first 6 months.

 Partnered closely with Supply Chain leaders to transfer all packaging efforts out of the U.S. by 2010 to minimize global footprint and aggregate common functions in core locations.  Developed talent management policies to retain top talent and led all areas of functional centralization and plant closure orchestration tied to talent and ramp-down efforts. Led communications with the local Department of Labor & Workforce Development pertaining to the New Jersey WARN Act. Due to my success in business transformation work, I was selected to join a core cross-functional team in transforming their operating model as the HR strategy lead. I partnered with the C-suite team to design and define the global implementation pathway and change leadership agenda.

 Collaborated with Consumer Healthcare business leadership to define workforce planning, strategies, and plans.  Led development of the Organizational Design and Selection [OD&S] Playbook, tools, and guidelines in accordance with the integration of Pfizer Consumer Healthcare into Johnson & Johnson.  Partnered with the DE&I Office to define and execute a multi-year strategy to attract and advance underrepresented talent and drive an inclusive culture.  Led the Affirmative Action Plan efforts for the entire business unit and developed unrepresented statistical summaries and corresponding plans for leadership review. Partnered with senior leaders across the division to reduce duplication and surpass synergies in accordance with the Adapting to Scale initiatives Led the successful implementation and delivery of the Administrative and Coordinator Career Ladder, which included approximately 750+ employees across multiple business units. Conducted various reviews and analyses of internal and external comparator groups.