Strategic Market Engagement Program Manager - Building pipelines for high value focus areas such as AI/ML, Diversity, and Succession Planning at the C-Suite level. This program identifies, vets, and engages with senior technical executives as a long term strategy for recruiting best in class talent. Partner closely with DEI teams. SME also helps internal executives continue to build their network with industry leaders.Executive Recruiting Lead for Google Cloud's Systems and Services Infrastructure, under Amin Vahdat. This was one of the fastest growing and most profitable groups within Google Cloud. The technical areas for Systems and Services: Compute, Networking, Storage, Platforms, and Chips.Responsibilities include:- Inclusive end to end recruiting and stakeholder management of executive level technologists and leaders- Overseeing the search activity of up to 53 open searches- Mentoring new and junior team members

As a female owned company, LCM, LLC provided consulting to enhance the human side of companies for clients such as the Bill and Melinda Gates Foundation, Snowflake, Avaya, Humonic, etc.- People Advisor- Executive Search- Executive Coaching- Employee Experience (Culture Change, Onboarding, Rewards)- Corporate Communications- Recruiting Strategies and Programs (Diversity, Pivotal Talent, Employee Referral)- Global End to End Recruiting- Recruiter and Interviewer Training

As an Executive Recruiter on the Global Executive Talent Acquisition team, I was responsible for executive recruitment across the engineering groups at Microsoft. My focus was recruiting Partner level technologists and technical Executives in the areas of: Distributed Systems, Data Science, Machine Learning, Artificial Intelligence, Data Centers (Technology, Construction, Operations, supply Chain), Cloud Infrastructure (Compute, Networking, Storage), Developer Tools, Economists and Security. Had the highest number of hires in a 12 month period (18 at the time) with partial Researcher assistance. Additional responsibilities: created scalable recruiting strategies, competitive landscape research, relationship management, succession planning, on-boarding, and culture change.

My team was moved from the Office of the CTO to HR under the Executive Recruiting Team and I became the manager of the Technical Executive Connection (TEC) team of senior Executive Recruiters/Researchers focused on recruiting strategy, knowledge management, and relationship building. Having lost the CTO as our leader to set our focus, I was responsible for conceptualizing the direction for our team. Cloud was top of mind in the industry. After numerous listening tours across Microsoft engineering teams, it was clear that Cloud meant different things to different groups. With the help of TCN, I hosted the first panel conversation involving leaders across the company to discuss what Cloud meant to their organizations. In order to keep TEC on the forefront of proactive recruiting, my team defined what talent Microsoft needed to be a leader in Cloud. With the collaboration with a number of Microsoft technologists we built pipelines such as distributed systems, big data, networking, then machine learning, data science, data centers, and economists. We shared our learnings with other Microsoft Staffing teams.My team built internal and external communities for these domains. Through events, we fostered relationships with prospects, expanded our senior leaders' networks, brought realtime intelligence to our leaders, improved the perception of Microsoft's culture, nurtured acquisition and acqui-hiring decisions.The hires made through my team's efforts were the most successful quality of hires, surpassing search firms, employee referrals, and req based sourcing by 2 x - 3x.

My group reported into the Office of the CTO consisting of three main teams:1) An engineering team that worked on incubation projects2) TCN (Technical Community Network) an internally facing organization that created opportunities for Partner level (L8+) technologists to network, have mindshare, and collaborate. This was also a vehicle to elevate the impactful work of this important population of talent. New ladders and titles were created for Distinguished Engineers/Scientists, and Technical Fellows. 3) SRT (Strategic Recruiting Team) a highly capable team of technical recruiters who targeted the top 1% of the technical talent in the software industry. Our goal was to have 70% of our hires as opportunistic. Reporting into a strategic business leader was critical to our success. We weren't tied to reqs, which is reactive recruiting.My role on SRT was to define and create dynamic technical pipelines, collaborate with Microsoft's senior technologists as well as CVPs/EVPs and partner with Executive Recruiters to transition prospects into candidates. I developed multiple programs to identify, attract, engage senior talent and luminaries. My team had full support and sponsorship of Microsoft executives and a $5M budget above headcount.The strong synergy between SRT and TCN increased hiring and retention across the company.

End to end recruiting for Software Engineers in niche domains for Microsoft Corp R&D (Billg Group) and Microsoft Research for 18 months. Moved to Office of the CTO as a Program Manager in May 2005. Responsibilities included building pipelines and recruiting strategies focused on Partner Level technical ICs in strategic areas as directed by the CSA (Chief Software Architect, Bill Gates).

Learned about Danes and traveled

HR and recruiting consultant for various industries such as aerospace, petro-chem, pulp and paper, nuclear, and software.