Strategic business leader responsible for creating human capital strategies and programs; building new capabilities; and aligning the HR function with the company’s long range vision and strategy. Trusted advisor and counsel to CEO, CFO and Executive team. Board-level interface.  -Created programs and initiatives to transform a paternalistic decentralized culture into a performance driven accountable culture, which resulted in top grading of key talent and improvements to key financial metrics. -Introduced new processes to attract, assess, develop and retain top talent including integrated succession planning, performance management, talent acquisition, executive assessment, leadership development, employee orientation and engagement.-Created labor relations strategy and successfully negotiated key labor agreements.-Created a customer centric impactful HR organization which was aligned to the business.-Designed and introduced talent management programs throughout the organization to unlock individual/team potential to a competitive advantage.

Global Human Resource business executive responsible for building and growing organization capability to accomplish business results and strategic objectives for a nearly $1 billion revenue publically held software company with 4,000 employees that creates simple-to-use, innovative IT management software across physical, virtual and cloud environments. Quest was acquired by Dell in September 2012.-Led Global HR team responsible for due diligence and managing the successful integration of the 4,000 Quest employees into Dell from a talent strategy perspective.-Created change management programs focused on understanding cultural differences, the emotional aspect of change, and leveraging leaders; to increase employee commitment and engagement through the acquisition process.-Created strategy and provided leadership to multiple HR functions, businesses and locations. -Fostered a culture that was named as one of the “top three large companies in Orange County” and recognized as having the best work/life flexibility. -Created a systematic HR due diligence process and successfully integrated 27 acquisitions. -Decreased R&D labor costs by 30% through creating and staffing strategic offshore locations.-Increased leadership effectiveness through creation of various development tools, including leadership potential and succession planning programs, executive coaching and 360 degree feedback.

-Reduced benefit costs by $2M while maintaining the quality of plan, as well as level of customer service to employees by outsourcing non-value added administrative functions, moving to a self funded model and modifying employee contribution strategies. -Increased leadership effectiveness through creation of various talent management tools.-Increased traffic to Quest’s career site by 25% through creative branding and social media strategies.-Created an employee relations and performance management environment that resulted in zero law suits determined by judgment.-Retained 90% of business critical identified employees through various retention strategies.

Human Resources business partner supporting multiple functions and locations, for a $1 billion revenue publically held global building material corporation. James Hardie Building Products is the leader in fiber cement siding, backerboard and pipes.-Created and implemented an integrated HR strategy to improve the effectiveness of talent acquisition, talent development and performance management programs, which resulted in hiring and retaining more effective employees.-Created an overall vision and strategy for sales enablement. Led team in the development and implementation of a 90 day certification process, which increased employee effectiveness and increased success in the first year of employment by 25%.-Designed, implemented and managed a HR support services strategy and organizational structure to increase technical expertise, customer service, program issues and support to HR, management and employees. Support services consisted of compensation, benefits, HRIS, immigration/mobility and staffing support.-Created HR capabilities, strategy, programs and processes in support of Company’s expansion and growth into Europe. Implemented programs for talent acquisition, compensation, benefits and support service functions resulting in recruiting and on boarding 30 employees in four months.

Performed a number of key strategic and hands-on domestic and global human resource roles, supporting multiple locations, for a publically held global transportation and supply chain management company with close to 10,000 employees. BAX Global was a wholly owned subsidiary of Pittston/Brinks and now owned by Schenker. -Led the development of a dynamic global HR plan focusing on individual core competencies and career potential, creating a succession plan and leadership development platform. -Created an HR structure and vision in Latin America and increased HR effective and capabilities in Asia and Europe by aligning to the business.-Increased leadership effectiveness through creation of various development tools, including training, executive coaching and 360 degree feedback.-Developed and conducted a global engagement survey, which resulted in the development of action plans and programs to focus on issues, which increased employee morale, productivity and reduces turnover by 20%.-Integrated new companies in U.S., Brazil, Mexico, Chile, and The Netherlands into current organizational culture, processes, programs and procedures as HR lead for acquisitions.-Led design and implementation of competitive global base salary, variable, and executive compensation programs, aligned with business strategy.-Collaborated with executive team as HR lead for a $2.3 billion process re-engineering project. Identified staffing priorities, recruited and relocated 70 employees, creating a multi-disciplined global team of experts.