Led Enterprise Operations HR function totaling 16,000 employees and ~17,000 global service partner relationships with annual operating budget of $2B. Managed a team of 12 HR professionals along with a large matrix HR team.• Designed and implemented a talent strategy and multi-year priority roadmap across four talent and cultural pillars leading to a 35% decrease in YOY turnover and $5M investment in an employee development and growth programs; redesigned career architecture to support talent mobility, retention and career growth.• Led successful 30% workforce expansion and operations integration to support shift to singular operations function serving entire enterprise across multiple lines of business all while the organization delivered on client performance metrics and met operating plan budget goal. • Developed and executed an organizational redesign that aligned all functions and resources under key external stakeholder verticals (customer, provider and client) resulting in improved stakeholder experience, streamlined decision-making and more effective and coordinated operational execution.

Responsible for Cigna's Express Scripts Pharmacy Benefit Manager (PBM) organization and the Evernorth Care Solutions organization totaling over 7,000 employees, with the PBM serving as the largest P&L across the Cigna enterprise generating $140B in annual revenue. Led a team of 10 HR professionals.• Led the talent assessment and redesign of the PBM executive leadership team inclusive of replacing executive leader and 75% of the inherited leadership team to ensure improved delivery against goals.• Executed three operating model redesign projects aligned to enablement and service, client service delivery and new business sales resulting in improved employee engagement scores, reduced expenses totaling $10m and increased net promotor scores by clients and brokers. • Oversaw the creation of the Evernorth Strategy Execution Office to support governance and planning, go-to-market effectiveness and sales enablement across entire Evernorth organization inclusive of multiple distribution and product organizations, operational functions and the supply chain organization.

Led the global talent acquisition function following Cigna’s acquisition of Express Scripts (ESI) with oversight for 130 talent acquisition employees responsible for a $26m operating plan. Responsible for the enterprise contingent labor program totaling close to $1B spend. • Successfully integrated the Cigna and ESI talent acquisition teams within the first 120 days resulting in reduced expenses while ensuring delivery of 18,000 hires with all recruiting metrics being met or exceeded.• Collaborated on the development of Cigna’s new employer brand campaign which was aligned to the business strategy and leveraged across all recruitment marketing, social media, on-campus materials.• Oversight of the design and implementation of Cigna’s new career site and CRM to deliver improved candidate experience while leveraging AI to drive efficiency and generate improved candidate match to roles and skill requirements.

Served as an enterprise change management and implementation leader for a multi-year global program. Partnered with internal and external stakeholders including HR teams, business leaders and multiple vendors to develop and execute a change and implementation strategy across four key work streams inclusive of Workday implementation and HR Outsourcing. • Active leader of the Express Scripts acquisition and integration team focused on people and culture assimilation resulting in above industry net promotor scores.• Collaborated on the redesign of enterprise career architecture and total rewards systems; design and build of a new employee digital workplace for all global employees. • Leveraged executive leadership and employee insights to deliver new enterprise values in support of the Cigna and Express Scripts combination; values utilized in employee performance and development tools.

HR leader for both the Total Health and Network and U.S. Commercial Sales and Account Management markets organizations totaling over 9,500 employees. Managed a team of 7 HR professionals driving identification, development and execution against strategic talent priorities across both organizations. • Developed and implemented a go-to-market (GTM) localization program in which a new local market operating model across multiple distribution channels was delivered that improved execution against key affordability, personalization, sales growth priorities. • Served as both the HR and business sponsor of a Provider Engagement Program focused on building a unified local market design to streamline the interface with the provider community to deliver on improved network collaboration, clinical capabilities and medical economic analytics resources.• Partnered on the development of an integrated business strategy and value proposition for Total Health and Network organization that defined value delivered to market through connecting and maximizing consumer and physician engagement resulting in improved medical costs and patient outcomes.• Built a Market Leadership Development Program focused on creating a more robust ready-now pipeline of internal high-potential market leadership talent resulting in 65% of cohort one and two participants promoting into executive roles within three years of program completion.

Service Operations senior HR Leader managing all HR delivery aspects of domestic healthcare service, global real estate and supply chain management comprised of ~7,300 employees across multiple U.S. locations with an annual operating budget of +$650M. Led a team of 6 HR professionals. • Influenced SVP, Service Operations to commission a business process re-engineering project to re-construct front-end client installation which consisted of department consolidation, FTE and expense reductions, improved installation through-put times and a reduction in errors or re-work.• Co-led redesign of enterprise Supply Chain Management function to include importing new top-line leadership talent, build-out and centralization of external entity management and supplier management functions. Implementation of new operating model has yielded $8.2m in savings within the first 12 months with another $22.8m in projected savings to be realized by Q1 2013.

HR leader to multiple sales and account management segments including National Accounts, Government and Middle Market Sales as well as Provider Contracting and Services serving 4.5M medical members with an annual operating budget of over $100M. • Led project to integrate sales and account management across all domestic product lines to create one National Segment resulting in a consolidated interface to the client and customer in the marketplace, integrated sales force to improve cross-selling opportunities that drove company earnings and growth, while reducing operating expenses $3.7M annualized.

HR leader for multi-site operations organization by providing consultation and creating processes and solutions in partnership with operations leadership. Drove performance metrics and met financial targets through HR plan execution inclusive of creating talent inventory tool and process to align critical skills against employee capabilities.

Led the HR function across multiple sites in the Southeast region for the Uniprise service and production organization by providing strategic consulting and HR plan execution on people strategies including key the following areas: talent acquisition, rewards, employee engagement, leadership and employee development, employee relations, benefits and DE&I.