Oversee Financial, Human Resources, and back office operations of boutique law firm created to offer a new approach for the delivery of legal services, from its relationship-based approach to the way clients are billed.

Rebuilt and substantially grew HR function. Managed and oversaw construction of company headquarters and new field office locations to support the exponential growth of the company. Assisted the CEO with planning and executing change in senior management team. Took on additional leadership roles and responsibilities for corporate communications, administration, and community relations. • Reduced employee turnover from 20% to less than 1% within 36 months. • Overhauled the employee benefits program to attract high quality talent to the organization. • Developed and formalized the employee handbook/manual to reset employee expectations and performance.• Increased employee morale and received recognition as one of the preferred employer organizations in South Florida.• Became the fifth largest donor of funds to the South Florida non-profit community through the development of a successful corporate philanthropy model.

Helped re-energize and rebuild HR function. Developed collaborative relationship between business units and corporate organization. Led development of employee communications strategy and programs. Developed diversity strategy and developed affinity groups and enhanced recruiting efforts. Rebuilt training and charitable and community relations programs. Improved CREDO (employee satisfaction) results 20%. Increased employee giving for United Way by 35%.

Was employed by PeopleSoft Inc., now known as Oracle Inc. Re-established regional human resources function. Instituted strong performance and developmental management programs. Focused on coaching and counseling to senior management team. Built employee relations-sensitive organization.

Created human resources strategic and collaborative business relationship within consulting organization. Developed stronger recruiting and retention efforts. Enhanced focus on professional and certification development. Administered performance, salary plan, and incentive plan administration.

Human Resources/Training Operations Manager, 1997-1999. Oversaw employees within IT, HR, and Finance. Managed the staffing of IT positions in critical short supply. Grew team from 50 to 120 professionals. Reduced HRIT turnover to 18% from 35%. Facilitated internal and divisional change management training.Human Resources Business Analyst, 1996-1997. Served as HR generalist of HRIT and partnered with consulting organization to assist in design and development of HR service center. Designed and rolled-out new customer service culture. Acted as consultant for training design/delivery and change management workshops.Documentation and Training Specialist, 1994-1996. Managed training methods and educational programs such as conferences, meetings, and HR workshops attended by over 250 individuals. Developed first company-wide payroll/HR training conference. Streamlined new employee orientation process.Senior Internal Auditor, 1990-1994. Served as corporate representative to domestic and international branch offices to analyze, identify and document systems of financial/operational controls.