Healthcare/Pharmacy/PharmaceuticalsCreated and developed Talent Management function for rapidly scaling business.• Created Quarterly Performance Review process and configured technology to automate the process and capture data for reporting/analysis. Strong adoption at implementation with 92% overall employee participation.• Created Succession Planning process and configured technology to support and track successor lists and development plan progress.Oil & Gas Global OrganizationLed and developed HR activities to align all towers in Global Hub & Spoke model service delivery for Finance Transformation. • Developed new job family, pay band levels, JD, and competencies by role for US and India • Executed training needs assessment and developed training plan addressing knowledge and development needs of new remote leaders and front-line teams-98% new hires passed post training assessments and initiated work as planned• Created/implemented training (LMS WBTs) and leadership development program for Internal Short-Term Assignment roles

Led and scaled HR function for manufacturing and service company with global sales and distributed workforce across 42 states. Reported to CEO and accountable for HR function at quarterly BOD meetings.• RFP to select new HCM system implementation encompassing updates for job families, pay band levels, job descriptions, and competencies by role that enabled full mobile self-service functionality across enterprise • Engaged broker to assess need and options for benefits cost effective for both the company and employees• Established HR analytics to identify turnover causes and mitigated by implementing Quarterly Performance Rating process and leadership training resulting in lowest technician turnover in the past four years (Overall and Voluntary Turnover)• Created Internal Communications team, strategy, and company intranet focused on mobile access for every employee• Hired Health, Safety, and Environmental Manager implementing safety programs to improve company safety ratings, reduce spend/risk exposure with increased efficiency processing/investigating WC and Motor Vehicle Accidents• Quantified need for Internal Counsel for board support; sourced and hired GC to reduce third party legal costs

Led and developed HR activities for new Global Hub & Spoke model service delivery group for Finance Transformation. • Developed new job family, pay band levels, job descriptions, and competencies by role for US and India teams• Managed recruiting, onboarding and training for 250+ new FTE roles as well as internal transfers with retention comp• Developed engagement strategy for remote team with structure and tools for leader use - 100% new hire retention to date• Created/implemented training and leadership development program for International Short-Term Assignment roles• Executed training needs assessment and developed program training plan addressing knowledge and development needs of new remote leaders and front-line teams-98% new hires passed post training assessments and initiated work as planned

HR Transformation enabled by Oracle Finance and HCM ERP providing enhanced functionality, data integrity and access for effective workforce planning and forecasting as well as updated role based development.• HR Initiative (US & Canada) – Executing 3 year HR Transformation re-aligning function for process efficiencies, business strategy support and standardized divestiture and integration activities to quickly realize business synergies • HR Operations & Talent Development - Implementing new role based competencies for newly re-aligned HR function as well as leader levels across enterprise• CMO & Performance Dashboard – Established enterprise CMO and developed ‘People’ dashboard measuring enterprise change impacts by region, function, and role with heat map style performance reporting for senior leaders• Workforce Analytics & Predictive Modeling – Developed employee retention tool used to identify retention and termination variables for turnover in a key role resulting in 390 fewer termed employees/$7.8M cost avoidance(2019)

Developed strategy for HR, Operations, ERM, IT and Analytics teams. Innovated analytics for investigation and predictive modeling. Executed department transformation for culture, people development and process. • Performance Improvement & Coaching - Implemented talent process and training to improve manager competencies resulting in 37% YOY improvement in team performance ratings and 120% YOY increase in productivity• HR & Engagement Initiative – Changed department culture and perception of Internal Audit from ‘police’ to ‘assurance partner’ as evidenced by operations leadership working collaboratively to develop requested audit and analytic programs • HR Initiative & Analytic Measurement - Created a Culture Audit Program (union/non-union) providing data for analysis on impact of HR initiative/culture on performance, risk and safety metrics resulting in two key leader traits correlating with reduced turnover and improved safety metrics; Garnered interest of Rice University and Society for I&O Psychology Leadership • Enterprise Risk Management - Increased company risk awareness through enterprise implementation of ERM risk assessment processes with full engagement of senior to front-line leaders • Workforce Analytics - Leveraged analytics to monitor company employment policies as well as DOL, FLSA and DOT regulation compliance

Developed Organizational Change, Communications, and Analytic teams; during divestiture and integration activities, working collaboratively with business leaders. Responsible for vendor management, deliverables, budget and schedule. • Workforce Planning & Talent Management - Identified team structure based on need as well as culture characteristics and competencies for effective talent sourcing and selection to stand-up the function upon divestiture from NiSource• Risk Mitigation & Organizational Effectiveness - Led organizational change and training efforts for program portfolio to divest and create a separate $1.4B business, supporting organizational stand up activities• Employee Engagement - Developed employee engagement plan and enterprise adoption of Cyber-security awareness initiative • Engagement, Diversity & Inclusion – Participated with development of Employee Resource Groups• Divestiture, Acquisition & Employee Experience - Identified key people and business risks to CPG integration plan for TC

Developed and implemented tactical plans to identify and mitigate risks associated with initiative adoption to achieve organizational and business goals for operations, fleet, supply chain transformation initiatives. • Culture Assessment & Gap Analysis - Identified organizational gaps and key risks with ongoing initiatives, assessed talent needs, developed corrective actions and training plans for fleet and operations• Talent Systems - Audited Cornerstone LMS capability to fully leverage WBT curriculum learning, Community of Practice and Social Learning• Training Innovation - Developed training leveraging employee developed content for micro ‘YouTube’ style training videos

• Enterprise Change Management Alignment Committee Governance Structure• Key Process Improvements by partnering Operations, Customer Experience and Sales to reduce service issues, improve service issue recovery, and customer retention

Led talent and change plan for Service Delivery Optimization (SDO) transformation initiative for operations (union & non-union). SDO developed the 'WM Way' of working. Transformation levers: Leader and culture development, performance management, and processes standardization.• HR & Operations Initiative – Developed and executed change/talent plan for Service Delivery Optimization (SDO) transformation initiative standardizing processes and centralizing operations, resulting in strong adoption and a $22 million YOY improvement mid-deployment; HR levers utilized in subsequent transformations for maintenance and sales organizations for continuity of leader training/culture development impacted ~75% of WM personnel• Cross-functional Collaboration - Worked with Operations leaders to identify and mitigate key risks to initiative success • Executive Coaching - Created and delivered workshops and executive coaching to senior leaders for effective sponsorship• Strategy & Sustainability Development - SDO sustainability planning leveraging field leader training to drive continuous improvement and succession planning for new culture of leadership (2000+ leaders)• Performance Management - Designed talent rating and calibration processes for SDO business analyst team resulting in actionable plans for performance improvement, increased performance ratings, strong KPIs measuring transformation results, and 10 analyst promotions to operational leadership roles in 18-24 months

As CHRO, established HR Operations, Talent Life Cycle and PEO Contract.• HR Operations, Risk & Financial Acumen – Established and managed HR Operations and PEO contract• OD & Training - Developed and managed org structure, HR policies and procedures, compensation and employee lifecycle• Business & Sales Development - Designed and Managed team for White Label Reseller and Affiliate Channel Partners

Board service 2005-2011Corporate and Economic Development Director, 2005-2008 •Increased Association Sponsorship 100% President, 2010 to 2011 •Capital increase of 340% YOY •Gala Fundraiser increase of 300% YOY

Behavioral consulting company specializing in cognitive behavioral pain management and wellness services to Texas and Colorado physicians, clinics and hospitals. • Talent Management/Organizational Effectiveness - Established organizational structure, compensation, benefits, new employee training curriculum, sourced, trained and managed employees• Business Process - Developed clinical protocols and clinical training manual to ensure quality control for cognitive behavioral program• HR Operations & Employee Life cycle - Recruited, trained and developed 32+ employees in remote offices, achieving 85% employee retention over five years• Sales and Customer Service - Grew sales region from start up in Houston to multiple locations across Texas and Colorado• Business & Sales Development - Produced $1.5M in annual sales within first two years, achieving 100% client retention in five years through high impact employee performance, excellent customer service and efficient business processes