Helping Water and Land Solutions, and their parent company Mitigation Investment Holdings, to develop and grow their people practices to support strategic deliverables during rapid company growth.

Build and manage HR functions, including recruitment, compensation, benefits, onboarding, training, engagements, and employee relations.● Create an environment for employee engagement and performance, implementing all staff communication and education events, employee well-being and satisfaction surveys, and in-person summits to build relationships and trust.● Direct the company’s change and organizational development, including reorganizations, force reductions, high-potential development and education, job restructuring, and implementing policies and programs to support exponential growth; doubled bottom-line revenueand employee base over two years while restructuring for a fully remote workforce.● Collaborated with department managers in onboarding a new PM team, changing account management’s roles and responsibilities, executing strategic transition plans, and delivering employee training to ensure a smooth reorganization; project management facilitates timelines and deliverables, allowing account management to prioritize organic growth.● Cultivate a thriving work culture via culture committee collaboration, and create an environment that fosters employee engagement and growth; reduced turnover by 20%, improved Glassdoor reviews, and reported higher satisfaction rates on employee surveys.

Recruited and hired over 239 employees during a nine-month period, including C-suite executives and frontline staff, performing standard interviews, overseeing job fairs, and creating innovative hiring tactics; engaged in an H2-B visa hiring strategy to reduce costs and turnover.● Designed an enhanced onboarding/training program, targeting experienced processors to lead new hires through safety training, company history and goals, and team building; increased the retention of the seasonal workers to 65%.● Subject matter expert for all HR staff and leadership, partnering with the processing plant’s HR Manager on housing, employee relations, emotional distress, mental health, abuse, harassment, and disciplinary issues.● Upgraded the payroll system and implemented an applicant tracking system, soliciting RFPs, evaluating proposals with the operations committee, and aiding the technical implementation team; integrated the applicant tracking system with the HRIS, and trained hiring managers on optimal usage.

Advised organizations on scaling for rapid growth, identifying organizational needs for HR processes and practices, and informing onstrategic avenues to meet and exceed company mission, vision, and goals; helped secure full-time HR leaders for 75% of clients served,increased bottom-line revenue, scaled resources, and implemented reliable HR systems and practices for each client.● Offered companies advanced strategies in Performance Management, Skills Management, Recruitment, Compensation Strategies, Leadership Assessment, Investigations, Talent Management, Job Design/Career-Pathing, Training/Learning Management Systems, Leadership Development, Change Management, and Organizational Development; increased employees at Elevate Energy from 26 to148 over eight years, establishing the company as a national leader in energy efficiency services.● Created the organizational architecture at several companies to support growth, including workflow modifications, departments, related positions, and job descriptions.

Served as the on-site, part-time HR Director, developing trusting partnerships with senior leadership, creating HR systems and practices, and recruiting the full-time HR Director; each new change and solution created during the part-time tenure remained in place until the company was sold in 2022.● Built performance management systems and practices, a compensation management strategy, leadership training, recruitment processstrategies, and many foundational HR programs; increased performance and dialed focus on people practices during rapid growth.

Oversaw IT Strategic Change Management, Communications, and IT Workforce Development divisions, liaising with corporate HR and managing up to 46 employees; given increased responsibility with two teams after successfully leading several high-profile people process innovation projects:-Facilitated and led the division’s participation in outreach, diversity, and inclusion initiatives, including “Hire the Future” in collaboration with i.c.stars and the non-profit Cristo Rey; recognized by the Black Data Processors Association and National Association of Hispanic MBAs, and named to CIO magazine’s “Best Places to Work” in 2007.-Led the Technology Training Department in designing and delivering programs to meet the accelerated growth of technology within the organization; created computer software and proprietary systems curriculum/classes for the staff in IL, TX, NM, and OK.-Directed the Strategic Change and Communications department, covering strategy delivery, webinars, newsletters, the IT Divisional Spot Bonus Rewards Program, and the CIO Blog; facilitated CIO Communications and Strategic Training/Planning events; designed the ITleadership training retreat for approximately 282 participants annually and created the senior executive strategy and planning retreats.-Developed the ITG “Hire the Future” program to educate prospective talent on IT positions, including internships, mentorships, training, rotational assignments, cultural assessments, succession planning, and talent management; hired eight full-time employees from the first batch of program college graduates.-Partnered with Mercer consulting in creating “IT Hot Skills Compensation/Incentive Strategies,” a flexible program that scaled compensation and incentive programs for high-demand technology experts, such as white hat hackers and information architects; presented the strategies and participated as a panel member at SHRM meetings, the 2007 Gartner Conference, and the OD Network’s annual meeting.

Managed the Corporate Training Team of four managers, a staff of 18, and two Organizational Development Specialists, facilitating weekly training programs for supervision, management development, team building, effective communication, interpersonal skills, business writing, coaching, and performance management; the OD team assisted with department design/restructuring and changemanagement.● Facilitated the Mergers and Acquisitions executive committee through the Texas and New Mexico mergers, leading the HR change management and merger communication activities, and structuring the new combined entity; oversaw department combinations, system priorities and sun-setting, investments, subscriber and physician communications, and identifying economies of scale.● Innovated and monitored the corporate performance management process, transitioning from paper to digital, implementing a self-appraisal process, and adding the annual employee feedback survey to management; supported the growth and development of staff and leadership, and maintained exceptional retention.● Designed and implemented the Corporate Executive Development/Succession “Next Generation Leadership” Development Program,collaborating with C-suite executives to identify 42 participants for the program, pairing participants with organizational phycologists for benchmark evaluation, and designing and facilitated quarterly site training retreats with industry and leadership experts; the two-year program helped identify top-tier candidates for stretch assignments/promotions and C-suite roles, some serving as CEOs of BCBS, UnitedHealthcare, and other organizations.