• Reporting to the CEO, leading a team of up to 45 and supporting up to 3,000 employees across all 50 states and Australia, directing the human capital vision, strategy and direction for a transforming organization that generated over $400MM revenue, flying up to 140 aircraft with 4 labor unions and an annual budget of up to $5MM.• Bolstered organizational self-sufficiency. Led implementation of new reward programs including a new 401k, health, dental and vision programs. • Modernized the function. Updated compensation ranges, grades, annual and long-term bonus plans that had not been reviewed, updated or benchmarked in over 10 years.• Transformed the organization. Established new organizational infrastructure and drove positive organizational culture change focusing on transparency, collaboration, diversity, equity and inclusion• Drove continuous improvement and cost savings. Implemented organization changes and realignment of responsibilities including delivering a new Learning Management System, insourcing talent acquisition, updating policies and procedures, process improvements, and simplifications, saving the company $2.5MM.• Managed tumultuous organizational challenges. Transitioned the human capital strategy in response to travel industry economic fallout requiring the separation 99% of the employee base, and winding down operations in late 2020, including full scale organizational restructuring, key employee retention, terminating health and welfare programs phasing towards closure of the airline.• Accelerated Company Growth. Transitioned organization from impending closure to restarting operations as an independent airline in February 2021, designing and implementing fit-for-purpose and simplified compensation grades, structures and philosophies, developing and deploying new health and welfare programs, company policies, and negotiating scope adjustments with four labor unions.

• Independent consultant working as the Human Resources Manager and conducting Major Emergency Management Training at Maersk Training • Provided career coaching, mock interviewing, interview preparation, resume writing and review for clients • Performed policy revision and review for various organizations

• Reported to the Head of Human Resources, managed up to 3 employees and supported up to 600 employees andcontractors across the United States, Canada, Australia, Chile, Trinidad & Tobago, Malaysia and the United Kingdom, in Drilling & Completions, Gulf of Mexico Operations, Supply Chain, & Closed Mines, with budgets up to $2.8 billion.• Rejuvenated Employee Engagement. Increased employee engagement scores year-on-year by 20% in partnership with executive leadership• Drove analytics and strategic planning. Implemented the use of data and financial analytics to influence strategic workforce planning decisions, leading to zero vacancies at the start of multiple major projects and reducing hire time by 25%. • Broadened functional capability within the business. Influenced leadership on inclusive and diverse workplaces, developing strategies for culture improvement including breaking views of traditional gender roles, flexible working, job sharing and sabbatical arrangements utilizing metrics for measuring effectiveness of HR initiatives within the Drilling and Completions and Gulf of Mexico groups.• Spearheaded change management. Directed functional optimization change for North America, partnering with senior leadership, including multiple reorganizations of the petroleum organization, impacting 2,000 employees.• Delivered major projects. Designed and deployed policy integration and alignment following reorganization of 5 separate operational divisions into one, located across the U.S. and Canada.

• Reported to the HR Manager, North America, and supported up to 400 employees across Texas, Ohio, Pennsylvaniaand West Virginia in Drilling & Completions, Operations, Finance, IT, Legal and Supply Chain• Achieved business objectives by advising Vice Presidents and senior leadership on utilizing employee development.• Led change to ensure people and cultural initiatives are focused and supportive of business strategy.• Developed redesigned and refined career ladder for 1,500 employees in onshore operations due to exponential growth.• Drove annual strategic workforce planning process for all of US Onshore ensuring a hiring plan for the coming year.

• Reported to the Human Resources Director, Operations, led a team of up to 3 HR professionals supporting up to 500 Operations employees in Equatorial Guinea, Libya, Texas, Louisiana, North Dakota, and the Gulf of Mexico.• Drove and locally executed reorganization of 150+ employees within the Equatorial Guinea office, including staff reductions, logistics and supporting leaders in communications and change management.• Identified and improved offer process, increasing acceptance rate from 15% to 85% in the following quarter.• Developed and implemented organizational career levelling assessment aligning job titles and responsibilities globally across disciplines.• Saved the company over $500K. Implemented change to a 14-day rotation for offshore employees.• Designed and Implemented detailed training strategy, including policies, procedures, tools and rollout for local Libyan office of 300 employees.

• Taught Organizational Behavior to Junior/Senior level students for five semesters• Acknowledged by one student as having such an impact on her life that she chose to go into Human Resources after having me as a professor and taking my course

• Reported to the Human Resources Director, led a team of 3 employees, supporting up to 500 employees in sales, merchandising, warehouse operations and vehicle maintenance, including two unions and three labor agreements.• Organizationally recognized change agent, improving the relationship with the local Teamsters union.• Delivered company-wide training on interviewing skills and techniques, improving candidate selection.• Increased the organization-wide talent pool capability by expanding the annual succession planning process to include developmental needs.

• Reported to the Director of Labor Relations, supported up to 1,500 employees, administering labor contracts for 2 major production unit and 1 clerical unit at the Gary Works facility.• Reduced grievance backlog by 75% by improving relations and communications with the local steelworker union.• Collectively bargained overtime agreement for Security and Fire Department employees, reducing overtime liability.

• Performed revision and rollout of the Employee Handbook, Policy Manual, and New Employee Orientation Program

• Provided telephone consultation to members throughout the state of Illinois regarding future retirees’ retirement plan of choice as well as current retirees’ plan payments, health, vision, and dental insurance• Responsible for educating members on actions within the state legislation that affected the retirees’ plans• Gained expertise in two defined benefit pension plans, one defined contribution pension plan, benefits, disability, disability retirement plans

• Implemented behavioral based interviewing within the organization, after being certified in DDI Targeted Selection• Complied and analyzed data for EEO and wages of the 700 employees to ensure compliance