Responsible for the strategic direction, team leadership and global management of all aspects of human resources, including compensation and benefits, labor and employee relations, talent acquisition, organizational development and corporate communications.~10K employees; $3B revenue

Led team of senior HRBPs in support of the corporate functions, supply chain and the ~$1B Core North America business:- Provide full HR support for 7 of 9 executive team members and ~1500 employees- Partner with COEs to enable talent acquisition and development solutions- Shepherd organizational change management efforts and provide ongoing coaching to leaders

Directed the development of the global talent management team, programs and processes upon Valvoline's separation from Ashland and IPO (resulted in formation of $2B publicly-traded company):- Led talent acquisition function for the organization, including the high-volume retail segment (Valvoline Instant Oil Change, ~4000 hires annually)- Established talent/organizational development team, with a focus on culture, performance and leadership - Orchestrated a change in our performance management process that resulted in the removal of appraisals/ratings and greater focus on coaching & development- Built organizational and talent processes/programs for this new, publicly-traded company with a 150-year, trusted brand

Built a new function, called Human Capital Design, and led a team of consultants responsible for the following: - End-to-end talent management process design and improvement for organization of 19,000 employees and $142 billion in assets; includes talent acquisition, onboarding, performance management, compensation, employee development, succession planning- Innovation, integration and simplification of various HR programs- Organizational development projects- Change management- Business research- Strategic workforce planning- Competency program development & management- User experience and solution design of HRIS

- Managed team of 3-5 HRBPs to support multiple corporate staff divisions (~1,500 FTE)- Primary internal clients include C-suite executives and their leadership teams (e.g., CFO, CAO, CRO, CHRO, CMO, EVP-Internal Audit)- Responsible for ensuring talent agenda aligned to business strategy- Integrated efforts of COE partners (talent acquisition, learning, compensation, employee relations)- Key areas of focus include compensation planning, performance management, succession, employee engagement and executive coaching- Orchestrated several org design efforts as company migrated to a centralized structure for shared service and support functions- Led enterprise initiatives to standardize sales force effectiveness and human capital planning processes

- Reported directly to the Regional President & CEO and served as member of market leadership team- Managed team of 5 direct reports (learning, recruiting, communications/marketing, employee relations, operations)- Led HR service delivery for sales organization of ~400 FTE (25-35 branches/stores, commercial, health care, investment advisors, mortgage, payments)- Recognized perennially as a 'best place to work' and obtained highest Gallup Q12 employee engagement scores in the company- Note: Promoted from HRBP to Sr HRBP (with bank Vice President officer title) in September 2004. In April 2006, relocated from Northern KY to Lexington office.

- Partnered with senior leaders to source, interview and select top talent for several corporate divisions (including consumer lending, community affairs, marketing, collections, finance)- Facilitated new employee orientation and interview skills training- Performed various HR generalist duties, as needed

- Handled employee relations matters and advised management on HR issues/processes- Recruited and made hiring decisions for unionized automotive manufacturing plant of 600 employees- Served as safety manager and guided facility through a successful OSHA inspection