Responsibile for all Human Resources functions globally. Following change in ownership, revised organization structure, performance management and succession plans. Implemented new benefits and compensation and training programs. Effected new USW contract to eliminate past practice, improve management rights and increase flexibility. Created business reduction/cessation plans for Jamaica and developed plans for negotiations with 5 unions representing our Jamaican workforce.

Directed strategic workforce planning, recruiting and staffing, academic relations, tech/trade relations, development and training, executive development, succession planning diversity and inclusion and employee engagement. Led HR initiatives to ensure successful staffing and spinoff of PPL’s competitive energy business into a new Fortune 300 company – Talen Energy. Represented PPL with newly established Lehigh Valley Inter-Regional Networking & Connecting Consortium (LINC) whose mission is to attract and retain diverse skilled talent in the Lehigh Valley.• Developed and executed HR master plan for PPL/Talen spinoff including corporate organization redesign, talent identification and selection, policy and process, knowledge transfer, employee communication, voluntary separation plans and workforce reductions. • Completed corporate-wide succession planning including the identification of key rotational assignments, emerging talent and talent pipeline diversity. • Designed and led an Executive D&I Conclave to share feedback from PPL’s Employee Engagement & Diversity Survey and gain agreement on top D&I priorities. • Designed and implemented women’s leadership development program - “The Power of X” - including individual and group assessments and content in the areas of trust building, strategic networking, executive presence, decision-making and political savvy.

Reported to the CEO. Global responsibility for HR including strategy, M & A, succession planning and organization planning. Interfaced with BOD to achieve approval of executive compensation. Managed recruiting and staffing, compensation, health, welfare and qualified retirement benefit plans, employee recognition, payroll, HRIS, and performance management. Accountable for development and training, including mariner licensing and certifications, employee relations, union avoidance, crew scheduling and logistics, compliance and reporting, and expatriate planning.• Achieved BOD and shareholder approval to increase shares available under long-term plan by 700,000 shares. Redesigned executive compensation and implemented long-term cash incentive plan and phantom unit awards to preserve available shares under plan. • Developed global budget and staffed new organizations in Brazil and Mexico that enabled expedited international expansion. Over two-year period, company redeployed approximately one third of company vessels and mariners, rebalancing business and achieving 40% of revenues from international operations. • Created senior leadership development program and training programs for emerging leaders, fleet performance management and fleet officer annual training. Applied for and received state funding grants in excess of $600K.

Reported to the CEO. Responsibilities included HR business strategy, M & A, executive compensation, succession planning, and executive coaching. Accountable for compensation, health, welfare, and qualified retirement benefit plans. Managed employee recognition, development and training, HRIS, employee relations including union avoidance, compliance, diversity, communications and community involvement and contributions and compliance.• Restructured Engineering business that improved profits and increased use of contract employees to smooth cyclical employment requirements. Increased margins per employee by 9% and expanded market share for staffing company. • Redesigned and streamlined compensation for all salaried personnel resulting in easier transfers between locations and business units. Reduced benefit costs by 10% through plan redesign, wellness incentives and new service agreements. • Implemented employee self-service system to monitor ongoing licensing requirements for professional engineers, automated online enrollment for in-house training and facilitated distance learning for more than 2,000 courses. Reduced training costs 50% on a per-credit basis. Instituted financial and business strategy executive training that enlightened senior leaders on costs of running business.

As a key leader helped to increase revenue from $6B to $12B. Drove development of a new global model to propel business strategy and create new products and services in the Americas. Led change management effort including major organization and system redesign to reduce business silos, increase efficiencies, improve controls and reduce costs. Supported launch of PC and gaming businesses and transitioned product assembly from Tokyo to the Americas.• Facilitated executive discussions and conducted SWOT analysis focusing on strategy creation and execution. Revised organization structure to reduce redundancies. Integrated incompatible HRIS and payroll systems into consistent but flexible shared services. Developed shared client profiles and instituted cross-selling strategies resulting in increased sales. Implemented consumer service center. • Led design and implementation of integrated competency-based system for performance management, succession planning, 360 feedback, development and training. Designed and implemented strategic leadership development program in collaboration with University of Michigan Business School for top 200 managers. • Outsourced temporary employment process and benefits administration which increased consistency, improved quality and reduced costs by $5M annually. Streamlined hiring process, resulting in filling jobs faster with better quality candidates and with improved legal compliance and employment brand recognition.