Privately held global engineering consulting firm specializing in implementation of comprehensive reliability and mechanical integrity programs for process facilities in the oil and gas, chemical, and wastewater industries.• Formulated vision and strategic business plan for Recruiting, Human Resources, Learning & Development and Culture in alignment with Pinnacle’s aggressive 10-year growth plans. • Unified Pinnacle’s People Team, a fusion of 15 resources from multiple functions, around standards for a highly successful team committed to delivering exemplary service.• Launched foundation to support Pinnacle’s 10-year plan to grow from 600 – 8,000 employees, leveraging change management best practices to ensure adoption of new people processes; developed organizational framework, career paths and core competencies as bedrock for career development; rejuvenated interview process to facilitate acquisition of right talent; instituted talent review process to capture a holistic view of Pinnacle’s talent pool for succession planning and employee development; built compensation structure to ensure fair and competitive pay practices.

Global manufacturer and distributor of corrosion resistant alloys, providing solutions to customers with complex, urgent project needs.• Established HR objectives and priorities based on insights gathered during initial 90-day interviews and discussions; identified strengths, risk areas and opportunities for potential savings.• Overhauled the compensation framework; streamlined organizational title structure, established pay philosophy, conducted compensation analysis, and created pay ranges and guidelines to facilitate compensation administration and ensure consistent pay practices; updated incentive plans and structure to clarify eligibility and plan specifics. • Instituted a talent review process utilizing a 9-box framework to facilitate the identification of top talent based on performance and potential; leveraged output of talent review process to focus development resources on employees with the greatest potential. • Collaborated with leadership to create company-wide training on organizational decision making model (The CRA Way) as the foundation of CRA’s culture; set example for company by leveraging The CRA Way in the selection of a health insurance broker.

Houston’s largest commercial furniture dealer, McCoy merged with Austin based Rockford Business Interiors in 2011 to become McCoy-Rockford, Inc ($130M in annual sales).• Transformed Human Resources from an administrative support function to a strategic business function (300+ employees). Conducted cultural assessment. Leveraged output of cultural assessment to align human resource processes with McCoy’s vision and culture.• Realigned organizational structure, established career paths, defined core competencies and revised job descriptions in alignment with vision and strategy to positively impact productivity.• Redesigned and implemented company-wide compensation structure, enabling equitable pay practices based on current market data, resulting in reduction of voluntary attrition.• Developed baseline for measuring employee commitment. Launched employee satisfaction survey, coached team leaders on communication of results and development of team action plans to positively affect employee engagement.• Reduced healthcare costs by $36K and improved HR productivity by replacing health insurance broker. Leveraged best practices in selecting new broker; defined requirements of a highly effective insurance broker; identified, interviewed, and evaluated candidate brokers to determine recommended solution. • Established and implemented protocols for reduction in force (RIF) during downturn in economy. Orchestrated 2 RIFs, providing resources for employee transitions and minimizing risk to the company.• Ensured compliance with employment laws. Led creation and implementation of employee handbook. Developed best practices for conducting employee investigations.• One of six owners and an active member of the executive team, reporting to the CEO. Coached CEO and other members of the leadership and management team.

Global professional services firm providing assurance, tax, transaction and advisory services.• Promoted to Gulf Coast Area People Leader after 6 months of employment. Reengineered 25 person HR organization into high performance team, strategically backfilling 10 open positions to increase depth of experience, maximizing effectiveness of HR team through implementation of HR Program Management Office (PMO), development of HR leadership, and facilitation of teaming efforts.• Led development of area inclusiveness strategy in support of overall business strategy, established inclusiveness steering committee, and successfully executed action plans for current fiscal year. Met objectives to increase awareness and move people to action through delivery of inclusiveness awareness workshops, implementation of differential mentoring programs, and roll out of targeted diversity initiatives.• Aligned people strategy with area strategy to grow overall headcount from 750 to 1,000 client serving professionals in three years. Amidst the current energy boom, a time of intense competition for resources, increased retention 6% and headcount by over 100 employees in one year through development and implementation of targeted people initiatives.

• Consulted with multiple entrepreneurial clients in areas of business planning, strategy development, employee communications, organizational design, job analysis, performance management, and career development.• Collaborated with business owners to create business plan for aggressive growth and expansion of organic composting company. Actively sought out potential investors through networking and investor presentations.• Facilitated development of overall corporate strategy for high tech provider of emergency alert notifications. Established strategic relationships and explored various funding options in the government market segment.

Internet professional services company serving Fortune 1000 companies, formed in 1999 through roll-up of 8 companies (Align Solutions Corp. being one) that subsequently went public. Lante Corporation acquired key assets from Luminant in January 2002. • Spearheaded integration of major HR functions for 8 founding companies including organizational design, recruiting, resource management, compensation, policies and procedures, human resource information, benefits and payroll. • Respected member of management team assuming corporate-wide responsibility for HR organization (1,100 employees, 10 locations). • Leveraged best practices from diverse cultures and operating models to define and implement company-wide career development programs including roles/competencies definition, performance management, career progression, and training and development. • Contracted compensation consultants and directed development of company-wide compensation program and guidelines.• Collaborated with outside consultants to define culture and guiding principles; initiated recognition programs, team building exercises, and company meetings and celebrations.• Envisioned, designed and managed development and implementation of Peoplepalooza, a web-based employee portal.

Privately held, internally funded Internet professional services company, focused on Fortune 1000 clients. Sold to Luminant Worldwide Corp. in September 1999. Was largest, most experienced component of Luminant. • Budgeted $2.5 million for human resources, facility and administrative functions; managed team of 13 professionals; active member of the management team.• Pioneered organizational design for Internet professional services company combining technology, creative, and strategic skills into an integrated delivery organization.• Established company-wide people processes and programs, including recruiting, orientation, professional development, resource management, performance management, compensation, policies, culture, benefits, payroll, and human resource information.• Grew headcount from 10 founders to 250 employees in three years, contributing to company’s recognition as number one in the Houston 100 (ranking of the fastest growing private firms in the Houston metropolitan area).• Orchestrated integration of 3 Dallas-based firms acquired in 1999.• Managed Administaff relationship in administration of benefits and payroll.

Privately held systems integration company which grew from 100 to over 600 people between 1991 and 1996; was recognized four times as a member of the Houston 100. In 1996, BSG was sold to Medaphis Corp. • Oversaw strategic deployment of people resources across company while ensuring quality service to customers, maximizing company profit, and supporting professional/personal needs of employees.• Managed team of 12 professionals; responsible for resource management, HR, facilities and administrative functions of the Houston office.