I partner with C-staff and other executive level leaders to drive talent strategies throughout their organizations. The organization me and my team support is Customer Success/Experience, which includes: Worldwide Support, SaaS, and Professional Services functions - comprising more that 1800 people globally. My team and I run the people programs, partner with COE's on projects, and work with business leaders to optimize their organizations to deliver on their business objectives.Some of the work and projects includes creating and delivering leadership/manager enablement programs, leadership coaching, organizational design, executive onboarding, engagement action planning, and many many more.Previous organizations included in our remit include: IT and Global Supply Chain Operations

Partnered with the executive leadership (C-Staff) teams running Worldwide Support, Customer Experience and IT to build, design, and execute our global talent strategies that drove our business. Comprising roughly 1200 people worldwide. In this role, I did a lot organizational design and leadership coaching. My approach was (and is)to focus on the business problems that need to be solved and then design from there on how best to solve for them. Other responsibilities included engagement survey projects, performance cycles and talent development, and other client facing HR initiatives that role out within the organization.

I partnered with executive leaders within the Radeon Technologies Group (graphics business) to create and drive global talent strategies that help the business stay ahead of the curve in a rapidly growing and changing market- specifically I supported the hardware design and development parts of the business (Gfx, Architecture, and IP) - comprising over 2400 employees worldwide. I created and drove global programs for employee engagement, talent reviews/calibrations, succession planning, talent development, organizational design, coaching and other initiatives that help the business meet the demands of the customers.My role was to understand the business and find solutions that enables the talent to meet the demands of the future. In my role I led major organizational design efforts, including the complete overhaul of the graphics IP organization, SOC teams, as well as many other smaller scale design changes. Redesigned the HR Leadership Development series to focus on our core competencies and reinforce or HR value set to drive improved business impact for the HR organization.

I drove the global strategic and operational HR activities in multiple client groups at Mozilla. My focus was on HR initiatives the reinforce the desired culture and drive positive business outcomes.I supported Advanced Research and Engineering, IT, Taiwan Development Center, Finance and other corporate functions. During in my time here, I supported every organization in the company at some point. Facilitated strategic talent management processes - including succession planning, talent development, talent reviews, workforce planning, as well as helped to drive improvements in engagement through analysis of survey data and subsequent programs related to that data. Developed talent framework for the company - including talent assessments, talent reviews, 9-box, location strategies, development planning and succession planning. Led project for defining bonus program and implementation - focusing on quarterly reviews and feedback. This included defining recommendations for allocations and rating achievements.Facilitated and created training materials/courses, lead focus group conversations, assist leadership in change management initiatives, lead organizational effectiveness initiatives across organizations. Courses taught and created include: Manager Training, Insights Discovery and Crucial Conversations.Built programs to improve specific engagement survey items after leading analysis with client leadership - including but not limited to: Manager experience, Talent development, Feedback & Recognition, and many other categories.Partnered with SVP/VPs of business units on multiple international reorganizations and restructures - including the spinning up of new ventures and the shutting down others. Drove improvements through coaching, training and development planning of leaders and managers of all levels throughout the organization. Created reporting metrics to help in identifying trends and issues at the group and company level.

I managed all aspects of strategic and tactical HR decisions in multiple business units (divisions) at KLA-Tencor - partnering with the (Senior) Vice Presidents leading each division. My focus is improving the organizational effectiveness through actionable people strategies.Redesigned global company approval processes related to talent acquisition - helping us be more effective at empowering managers in hiring decisions as well as reducing inefficiencies within the system. Improved time-in-process from 30 working days to 4.Co-invented an excel-based focal-analysis tool with accompanying training materials for the company-wide focal process - resulting in improved efficiency and usefulness. Partnered with executives to ensure functionality, ease of use, and quality of data met specifications. Led change management efforts altering our FOCAL processes. Decoupled the reviews from the FOCAL discussions - and eliminated the rating system for the review process. This includes training materials, communications efforts and individual learning sessions.Drove decisions and thought around switching from numerical rating system to one without numbers. Focusing process on content of reviews rather than label of the number. Create and manage recruiting, employee relations, immigration, training, talent development, compensation, and benefits initiatives that support the strategic direction of the company - including hiring ramps, university relations, and reductions in force.Provide coaching on organizational design/effectiveness, employee engagement/development, talent management, performance management, and organizational culture issues. Assisted 3 new VPs transition to new divisions including multiple major reorganizations. Lead multi-day, instructor-based training sessions in the U.S., India, Germany and Belgium. Analyze and drive organizational effectiveness initiatives using annual engagement survey data.

Supported 20 functional VP's in the Aerospace sector manage and monitor talent acquisition activities (3000+ hires annually). Essentially supporting advanced workforce planning initiatives - due to the constraints of the industry via security clearances and screenings, accurate metrics were essential in the decision-making processes around the numerous programs. Becoming extremely familiar with the metrics has given me valuable insight into the benefits of having an effective talent acquisition team. My major project included the creation of flash-based dashboards (Excelsius - or Business Objects) to provide strategic insight for staffing needs of current and future programs within the Aerospace BU and assisted in evaluating the performance of 34 recruiters. The dashboards analyzed the recruiter and hiring manager activities in order to provide the business unit leaders high-level analysis/impact of recruiting activities.Assisted in E-Verify initiative. Included auditing proper completion and cross-checking versus government data bases to ensure compliance with federal regulations for government contractors.Redesigned processes and organizational structure for the systems testing group in talent acquisition resulting in 33% increase in overall team efficiency (7 employees) over 8 week period. The team was transitioning to the Taleo applicant tracking system. Consulted with Director of Talent Acquisition to develop programs for improving inter-departmental relations and influencing employee behaviors. Core problem was functional understanding and cooperation between the interdependent groups. Developed tools to reduce the time required to produce executive reports by almost 90% (From 6 hours to 30 minutes)As part of tool development, created macros and documentation making transition of work more feasible.

Partnering with SVP and European Area Director, I co-led the organizational design for implementation of new European Support Center employing approximately 60 engineers of various disciplines. This initiative included process design, training, staffing, coaching, and leadership development. The workforce was predominantly a mix from about 8 different European countries, adding to the variety and complexity of the working environment.Drove 25 % overall productivity improvement by organizing training and process improvement for transition of support center front-line operations from Netherlands to Czech. Including redesigning work processes as operations in the Netherlands were ramped down while those in the Czech Republic were ramped up.Resolved interdepartmental conflicts by developing and implementing a mentor program with European Area Director; improved relations between 3 offices inside Europe and America, thus reducing work-place friction and improving customer satisfaction. Increased customer retention by 30% among the support agreements I managed during a two-year period by proactively addressing problems and ensuring customer satisfaction through personalized support and contactDecreased the average days to resolution by 33% by providing proactive level 3 support and consulting services for ZENworks product suite for multiple assigned contracts running on various MS Windows versions, Netware and Linux operating systems, as well as monthly contact with customers to satisfy any other product needsImproved product quality by duplicating customer issues in a test environment in order to discover resolutions, causes, and possible defects in supported products. Interfaced with development and product management to resolve defects and provide requested enhancements and followed through by documenting the findings in the knowledge base system

Functioned as lead support engineer for the Office of Information Technology. Supported technical needs of numerous colleges and auxiliary organizations. Led the training and onboarding of new hires.

Taught German language skills over 8 week periodProvided culture lessons on German speaking culturesInstructed religious curriculum in both English and German