- Lead the talent strategies for Foundry Manufacturing, Supply Chain and Operations (FMSO), a ~37,000-employee organization. - Deliver talent solutions in areas such as workforce development, university relations, manager development, culture, employee upskilling, hiring and retention. - Led the creation of the data fluency competency development efforts. - Delivered on workforce pipeline programs to close on critical talent gap closures. - Named 2024 Top 10 Learning and Development Professionals by OnCon Icon Awards. - Named Gartner’s Power of the Professional Talent Payback of the year semifinalist for 2022 for efforts in creating a diverse and inclusive work environment for the Supply Chain

In my role as an Executive Coach at Intel Corporation, I specialize in professional leadership development for senior leaders and executives. I am proud to have coached individuals in leadership presence, networking, managing up, communications, and team dynamics, with a special focus on women leadership. My certifications through New Venture’s West Coaching school and as an ICF PCC have equipped me to provide high-quality coaching services to Intel Executives.

Acting Director of Human Resources for Intel's $20B mega-site greenfield expansion in Ohio where we are currently building two new leading-edge semiconductor fabrication plants. Responsible executive for our greenfield people strategies and programs leading the team on our mission to attract, engage and retain brilliant and diverse talent to run our new fabrication plants in the Silicon Heartland.

- Delivered critical talent programs that enabled the Supply Chain organization of ~3800 people across 20 countries who manage 16K suppliers, 50K unique goods and services and $>35B in spends to deliver critical business results, to continually transform and grow capabilities so that are a strategic, competitive advantage for Intel. - Delivered innovative solutions to grow supply chain employees’ data analytics capabilities. Grew data analytics skill sets by 20% pts and value of the skill by ~30% pts in < a year. Received 2020 Gartner Power of the Professional Talent Payback of the year award for this work. - Implemented the first ever virtual reality case study on negotiations. This allowed global deployment of practice cases and was part of a submission that resulted in being a top finalist in the 2021 Gartner Power of the Professional Talent Payback of the year submission.- Implemented key shifts in the College Recruiting and Intern Program to improve velocity, location and candidate fit and improve efficiency. - Diversity and Inclusion champion and owner of the supply chain’s strategic D&I roadmap. Achieved all diversity goals and named a top business group in delivering results-oriented programming by internal Intel diversity awards program.

- Led a global organization of ~75 global employees chartered with delivering mobility services (Travel, Card and Expense, Relocation and Immigration) around the world on behalf of Intel. - Delivered mobility services of ~$600M spends/yearly. - Supported 168K Business Trips; 9K work permits; 6K relocations; 400+ repatriations; $221M /year Immigration spends, 48K Travel cards and 450K expense reports with ~$3.6M reimbursements per year.- Delivered groundbreaking solutions to reduce through-put -time for our travelers; optimized our supplier's capabilities to allow our employees to work in over 100 countries; project future trends and bring forward proactive solutions; and maintain a flawless reputation in the immigration community.- Represented Intel at the World Trade Organization.

- Managed a team of ~15 global employees in leading the strategy and corporate direction for the Global college programs including the development and ownership of the corporate-level college strategy, managing the Global Rotational Engineering program (REP) of ~ 50 employees, and ensuring overall effectiveness of college programs. - Led evaluating, monitoring, and optimizing the design of Staffing’s primary hiring channels, and Staffing’s marketing and branding efforts. - Delivered a Channels measurement framework to evaluate and invest in the best leveraged channels. - Delivered break-out topic: “Centralized Recruiting Strategies Enabling Global Action with Local Flexibility” at the Global National Association of Colleges and Employers (NACE) conference.

- Manage team of 14 responsible for all US college recruiting and sourcing as well as for recent 2-year technical grads. - Supplied >24,000 business and technical intern and College Grad candidates in CY 2008 at > 500 events (including campus, conference, and virtual channel events), with 73% of those candidates from priority schools and with an average 72% response rate. - Enabled the corporation to hire >350 College Grad PhDs in 2008. - Enabled the corporation to be at >60% College Grad hires from priority schools; and above goals for URM (26%) and AA (10%) College Grad hires.- Developed a “one-stop” shopping model for all US generated worldwide college hiring.- Delivered the US marketing/ branding strategy and collaterals including “yeah, we did that” campaign which received excellent feedback and was benchmarked by other companies while on campus.- Expanded the US rotational engineer program to an international program starting with India and Costa Rica.- Created the Advanced Leadership Program (ALP) for top tier MBA hires.

- Account Manager for all Human Resources product and services provided to 1200 world-wide employees: with a staff including 3 Vice Presidents. - Provided employee relations support and council to managers on specific, individual, and systemic issues. Specific areas of gap closure: Retention, Workforce diversity and inclusion, Key Player pipeline development, rotation assignments and appropriate workforce development to achieve business results.- Additionally, was the Arizona Co-Chair of the Women at Intel Network. Awarded outstanding employee group of the year 3 years in a row. Personally, awarded individual award for contribution to the network in 2004. - Increased favorable response to Diversity Org Health question on accepting of different values, skills, and abilities by 4% pts in a year. - Identified specific actions to improve equitable compensation and make significant change to compensation approach.

GE Harris Energy Systems, L.L.C.: 1/1997 – 9/1997- Responsible for Human Resources actions critical to the establishment of the GE Harris joint venture. Joint Venture due diligence team member. - Evaluated, designed and implemented compensation strategies/plans, including incentive compensation plans, communication plans, benefits structures and management team selection. - After contract sign-off, held responsibility for recruiting (technical/ engineering), compensation/salary – planning, teambuilding and resolution of employee relations issues. Received a Management Award for work on negotiation team. Harris Electronic Systems Sector: 4/1996 – 1/1997- Responsible for the college recruiting strategy for the Electronic Systems Sector. - Designed and implemented the strategy for staffing over 250 New College Graduate positions across the Sector for the year. - Managed a budget of $1.2M and a 3 person staff. - Developed alternative staffing mechanisms including the Harris ESS College Recruiting homepage, which was a springboard for the rest of the ESS and Corporate Human Resources pages. - Presented at a National seminar regarding staffing via the Internet.Harris Information Systems Division (Electronic Systems Sector): 11/1993 – 4/1996- Human Resources Generalist in support of the Vice President of Engineering and 7 Engineering Managers. - Staffed >200 hundred jobs from start-up of the program to completion.- Employee relations for client base of 700+- Administration of compensation and benefits plans including the implementation of a salary band restructuring of all 400 exempt job titles. - Identified solutions to organizational development issues including teambuilding sessions with teammates and customers and re-organization efforts. -Developed New Employee Orientation Session.

Responsible for Human Resources and Organizational Development functions for a plant of 175 employees. - Developed High Performance Work Teams throughout the factory. -Facilitated the Leadership Team in development of the strategy for HPWO and managed the Steering Committee; developed the strategy, the tactics and implemented via the teams. -Implemented 360 degree performance appraisal process; and implemented a Business Simulation Training process and Behavioral Observation System to increase awareness of safe behaviors on the plant floor.- Responsible for exempt and hourly staffing including leadership positions. Implemented standardized behavioral based interviewing process, staffed a start-up warehouse at the customer site which was staffed in one month. -Conducted financial/staffing analysis identified bottlenecks in plant process; recommended the appropriate shift schedule and staffing to correlate.- Resolved employee relations issues and taught managers and leaders on specific topics related to positive management practices and implemented Plant Manager roundtables to increase communications. Facilitated Peer Review process. -Researched and recommended appropriate policy/procedure changes given changing culture. Revised the handbook given change in culture.

Reported to Site Coordinator. Facilitate/Conduct the training sessions for the Navy’s Personal Responsibilities and Values Education Training Program.

Management Consulting group that had offices based in Virginia and Florida. Provide management support, guidance, training and advice concerning the implementation of high-involvement work teams, cultural diversity issues and human resources systems

GE – Fanuc Automation – Charlottesville, Virginia 11/1991 – 4/1992- Reporting to Manager of Human Resources. Designed, developed and implemented GE’s high involvement work force efforts to include the organizational concepts, training programs, and policies and practices necessary for team implementation. Received a management award for outstanding performance.GE- Client Business Services – Lakeland, Florida 9/1990 – 11/1991-Reporting to Manager of Human Resources. Managed the employment process; developed and provided new training programs.- Employee relations for a client base of 250; devise and develop policies; facilitate team development, lead compensation and benefits council, lead salary planning effort; and developed Community Relations. - Received a management award and several recognition awards for outstanding performance.

- Career Transition Center: Coordinated the startup of a career transition center. - Conducted exit interviews, counseled employees on their benefits and career options, and assisted employees in finding placement. Received a spot award for success and dedication.- Marketing Division: Managed the STEPs rotational program. Other responsibilities included staffing, training, compensation and employee relations. - Military and Aerospace Division: Exempt staffing. Researched, devised, developed and implemented a New College Graduate Development Program used throughout the Semiconductor Sector. Responsible for recruiting and staffing professional and new college finance positions.- Corporate Education and Training (Graduate Internship): Identified competencies critical to executive effectiveness at Harris. Results formed the foundation of Harris’ executive development program. Complete project responsibility for the evaluation of Harris’ Leadership Effectiveness Workshop. Summary report was presented to top management.