Newly expanded role with previous CHRO duties for all of Human Resources and Communications, but with additional duties to include oversight for Legal (General Counsel, Corporate Secretary, and Legal function), Compliance, Ethics, Sustainability, ESG, and Health and Safety for the company. Accountable for working closely with the CEO and DFIN Board of Directors on key strategic initiatives including management oversight for a team of 45 professionals who support 2,000 employees in the 10 countries around the world.

Recruited by the CEO to be a member of the Executive team with a charter to build a global, world-class, strategic HR function and to drive cultural transformation as the company moved from a financial printer towards becoming a more cost efficient, digital service-based and software organization. Role expanded in 2020 to include additional responsibility and oversight for Corporate Communications which encompasses executive, internal, and external communications and public relations. Management oversight of 36 employees.Key Accomplishments:• DFIN received several awards: “Most Loved Workplace” by Newsweek Magazine and ranked #59 out of the top 100 workplaces, Certified as a “Most Loved Workplace” by the Best Practice Institute in 2022 and 2023, and cited as a “Best Place to Work” for the fourth year in a row by BuiltIn Chicago.• Improved diversity representation at the manager + level with 50.6% of roles filled by women and people of color. • Reduced employee turnover by 20% between 2019 – 2022. • Developed an HR Transformation roadmap to align with CEO and Board’s strategic imperative to achieve 44% of the total company revenue be derived from software sales by 2024.• Worked closely with the DFIN Board of Directors, Compensation Chairman and Compensation Committee to restructure the Executive Compensation plans.• Improved employee satisfaction by completely overhauling company compensation and benefit plans to align with market.

Recruited by the CEO and a member of the executive team to drive cultural transformation across the organization and develop an HR roadmap to 2020 designed to rebuild a reactive and tactical HR function into a strategic partner that enables business growth. Managed a team of eight direct and more than 115 indirect reports in six countries.Key Accomplishments:• Partnered with Board Chairman and Compensation Committee to redesign executive compensation programs to better align with long-term business interests, remain competitive and address shareholder concerns.• Led diligence efforts for the largest international acquisition at Hardie: Fermacell ($560M, 800+ employees).• Delivered $2M+ in annual cost savings and improved employee experience by insourcing talent acquisition.

Recruited by the BU President and CHRO to support global growth initiatives by developing and implementing the first ever Global Human Capital plan with a focus on talent, leadership development, succession, retention and culture fit. Accountable to bring HR best practices and to serve as the strategic business partner for two of ADM’s four business units – Global Oilseeds ($25B/10,000 employees) and Wild Flavors and Specialty Ingredients ($2.5B/3,100 employees). Managed a team of more than 60 employees in six countries.Key Accomplishments:• Created the design framework for a five-year strategic roadmap that aligned HR’s key priorities with the CEO’s objectives - Talent, Culture, Careers, Rewards and Analytics.• Partnered with the President to create a 4th business unit through the integration of multiple acquisitions including the largest at ADM (Wild Flavors - $3B, 2,700 employees). • Supported global growth initiatives by developing and implementing the first ever Global Human Capital plan with a focus on talent, leadership development, succession, retention, and culture fit.• ADM voted one of the Top 75 Employers in Brazil (3,100 employees) for three years in a row.

Recruited into the company with a charter to globalize, transform and restructure Employee Relations into a proactive, solutions oriented department that maximized efficiency while improving service levels to both employees and leaders. Challenged to introduce best practices and replace disparate systems and processes while recognizing a changing workforce and cultural differences across 40 countries. Managed a team of 80 across 15 countries.

Recruited into the executive management team to partner and serve as a trusted adviser to the CEO in a company turnaround. Accountable for devising plans to create a performance based culture and execute on HR strategies geared to reversing declining revenues and profits and lowering significant turnover. Led a team of six direct reports and 50 indirect reports for 2,100 employees.Key Accomplishments:• Recognized as Best Place to Work (#8) by St. Paul Business Journal and Top 100 Workplaces (#5) by Minneapolis Star Tribune.• Achieved a financial turnaround from a loss to a profit in 2008 to 2009 by fostering a performance and competency-based culture, which entails devising employee development programs, redesigning company compensation programs, increasing accountability and building greater transparency into productivity and continuous improvement initiatives.• Worked with the CEO to drive the adoption of “Employee Development” as a company-wide priority and facilitated improved leadership results through Leadership Advantage, a development program for high-potential leaders.

Accountable for managing global union and non-union labor and employee relations issues within the Automation and Control Solutions business across 90 countries. Served as trusted advisor to six business unit executives with revenues of $11B and 60,000 employees, providing advice and support on mergers and acquisitions, restructuring, collective bargaining solutions, and downsizing activities. Managed international team of three direct managers and multiple matrixed employees.

Senior Director, HR Strategy & Administration (2004 – 2005) - Promoted into new role with the mission to create and implement a new HR field structure to support 3,500 stores and 1.2M associates. Director, HRBP - Pharmacy, Optical & Loss Prevention (2003 – 2004) - Led Human Resource function and member of leadership teams of 3 Divisions covering 11,000 pharmacists, 3,000 managers, 40,000 hourly associates, and 12 distribution and processing labs. Senior Manager, Labor Relations (2002 – 2003) - Oversaw labor relations training for more than 2,500 management and hourly supervisors. Assisted with international labor relations issues.Manager, Labor Relations (2000 – 2002)

Accounting Office Manager, Human Resources Manager, Asst. Store ManagerRecognition:Youngest Accounting Office manager in company history (17 years old)Youngest Human Resources manager in company history (19 years old)