Head of HR Administrative Functions for North America. Responsible for overseeing MSA's for Payroll, Pre-Employment, HR Call Center operations as well as with ensuring efficient daily functions of those teams along with HR Data Center is carried out.- Enhanced internal audit controls for payroll review and accountability to a standard deviation review. This enhancement allowed for increased time savings in final payroll review as well as improved loss prevention controls implemented by the company. - Reviewed MSA’s with current vendors and was successful in renegotiating a $770K in annual savings through the deprecation of unused services as well as reduction of fees. - Implemented a collections vendor to collect delinquent debts owed by former employees. Retrieved over $200K in first 6 months of implementation. - Implemented KPIs to identify areas of opportunity and drive operational effectiveness across HR Operations.

Recruited to fill leadership void and tackle numerous challenges impacting new site launched in 8/20. Gained deep knowledge of operations across Amazon’s expanding supply chain network to ensure growth of business. Mentored diverse staff, solved problems with creative solutions, and delivered results on behalf of customers. Achieved goals in fast-paced environment with heavy workload supporting HR functions and operations executives. Directed projects at site and network level, obtained buy-in from stakeholders, and drove execution. Managed 26-member HR services team that operated at full capacity during COVID.- Worked together with site and regional leadership teams to harmonize site-specific priorities in alignment with overarching Amazon goals. Affected continual improvements in business objectives, productivity, and development of HR within company.- Charged with professional development of HR professionals. Set vision, direction, and culture of HR team, monitoring real-time service levels and schedule adherence while holding staff accountable to meet and exceed performance targets.- Collaborated with colleagues in operations and finance to work together with centralized staffing team for non-exempt hiring strategies and played key role in hiring exempt professionals and managers.- Piloted introduction of HR client groups at site to provide departmental managers with a single point of contact. Helped retain and engage employees including 125 managers having less than 6 months tenure.

Drove change management for 45-year-old plant facing retirement cliff 5-year capital improvement project. Trusted advisor for human capital needs to GM, senior leadership, operations, and divisional managers. Earned Carolina STAR recognition YoY by proving and setting benchmarks in worker safety. Promoted transformation to COE and prepared staff to align with new model. Conducted succession planning in anticipation of retirement surge. Represented brand in community, attended Chamber meetings, and served on Wilson United Way BOD.  Modernized facility moving from extremely decentralized model with independent HRIS to centralized enterprise platform with Workday. Led change adoption to new system and communicated/set expectations to ensure smooth alignment process. Dramatically improved morale, attrition, and turnover changing plant over to 2/3/2 with 12-hour days instead of operating on 5-day/8-hour rotating schedule. Gained synergies with less down time, boosted productivity, and reduced training cost. Heightened focus on data analysis for more informed and transparent decision making. Established metrics and systems to track KPIs to help with strategic planning, workforce planning, and tracking annual metrics for required research/reporting.  Launched initiative to attract and retain multi-craft talent to support enterprise standard metrics and sustain maintenance population. Created entry-level position with robust training program that became best practice in 7 sites with 10K employees.• Developed processes to track key human capital metrics. • Developed entry level Maintenance Technician I role to help attract and retain Multicraft maintenance technicians.• Worked closely with technical recruiters to identified electrical and mechanical engineers.• Led initiatives to align site HRIS systems to be deprecated while enterprise HRIS systems (Workday) was being rolled out.

As the Human Resources Director for Lowe's in the Central Pennsylvania and Ohio Valley, I led a team of 131 HR professionals with 9 direct reports as we provided HR business partnership to approximately 20,000 employees in 122 locations representing approximately 4.2B in annual sales. We worked together to make coming to work the best experience it can be, whether that meant putting on a vest to help customers, getting on a forklift to move boxes to get them to customers, or working on a production line to make that product for the customer.

Provided expert leadership to 28 exempt-level human resources managers and direct reports across 28 company locations, including a distribution facility. Established a reputation for continuously handling increasing responsibilities by directing HR initiatives across Western New York and Central New York, with over $740M of total annual sales volume and more than 3,200 employees with approximately $1.4M of weekly salary.

Progressively led the $40M-location with approximately 180 to 220 employees with an average weekly payroll of $65K to $70K. Functioned as business partner to operational line and staff managers while ensuring the execution of all disciplinary actions in a fair and consistent manner. Assumed full accountability in facilitating employee benefits; instructing all employees on available benefits; conducting open enrollments; and streamlining the performance review and administrative processes.

As Regional Human Resources Manager for Financial Institutions, Inc. my internal clients consisted of two subsidiaries, National Bank of Geneva, and The Financial Services Group. These two subsidiaries had a combined count of approximately 250 employees spanning across 14 locations. Primary responsibilities were to interface with senior management of subsidiaries and Financial Institutions, Inc. in identifying key strategic human resources issues and working with line managers in implementing policy, as well as coaching line managers in employee relations issues.

As a Human Resources Manager I served as an HR Generalist for a $21MM, 110 employee location. Responsibilities included conducting employee relations investigations and approving disciplinary actions, recruiting, on-boarding, succession planning, oversight of annual reviews, succession planning, responded to all workers compensation and unemployment claims, as well as payroll and benefit processing.

As an Executive Team Leader – Team Relations I served as an HR Generalist for a $20MM, 150 employee location.