Trusted partners providing individualized and incisive coaching and leadership development for leaders and their teams that leads to better perspectives and as a result, better business outcomes. Specializes in organizational effectiveness from a strategic lens focusing on the systems and processes that reinforce the type of culture the organization is seeking. SAMPLE ENGAGEMENTS:* Partnered with CEO's of two national not-for-profits focused on driving culture change. Led the organizational assessment to development and implementation of a holistic plan to drive employee engagement and achieve business outcomes. * Partnered with 3 different Presidents of a volunteer not for profit with 2500 members to develop and facilitate annual strategic planning sessions with the executive leadership team.* Served as Interim CHRO for a $200M privately owned global sampling, data collection & analytics firm. Successfully led CHRO search without any expense through targeted networking.*Partnered with senior leaders to develop a change management strategy and tactics for a large NYC based privately held risk management firm.* Worked with the CEO and CHRO for a NYC based accomplished national not for profit to establish and cascade a goal setting and talent assessment process.* Conducted a cultural and HR practices audit for a COO of a NJ based packaging firm providing key recommendations using HR best practice to drive performance improvement.* As a Foundation Board member, initiated and chaired a cross functional team at SUNY Cortland to develop a strategy and tactics for building a culture of philanthropy.* Engaged in multiple executive coaching assignments in a variety of industries for senior level leaders.

Works with this boutique consulting firm in the areas of executive coaching, performance consulting, team and leadership development. Clients are large brand name firms in multiple industries that include biomedical, health care, manufacturing, pharmaceutical, hospitality, information & financial services, and retail. * Coaching engagements include high potential and "new to role" leaders in addition to leadership team coaching. * Facilitates multiple team and leadership development programs, consulting engagements and workshops that drive organizational performance through enhanced teamwork. * Designed the Executive Networking Forum for senior leaders at the VP level and above and facilitated this bi-weekly group for 8 years. Coached over 200 C-level and senior executives in transition.

Taught Human Resources Management at FDU's Silberman School of Management and St. Elizabeth's College at the undergraduate and graduate levels.

Led all HR generalists in the US business & corporate, as well as employee relations and internal communications for the company. Business partner to the President of North America with revenues of approximately $1B. Helped lead the cultural transformation and turnaround of the company as a senior HR Business Partner which was viewed as an under performer and became the #1 in Financial Data Services firm as cited by Fortune Magazine.SVP HR, WINNING CULTURE STRATEGY, INTERNAL COMMS & CORPORATE HR 2005-2006Organizational development leader responsible for driving a major aspect of the company’s Blueprint for Growth strategy. Led 14 team members who designed and delivered the talent management tools and processes required to achieve the company's 'customer focused' aspiration. Also led the HR generalists for the corporate global groups that included Finance, HR, Legal, Technology and Strategy.

Responsible for the largest global groups-Technology & Data Operations in addition to three international markets. Led Tech & Operations through several key organization changes to achieve company objectives.

Led the HR function for North America, $900M in revenue with 3500 employees and a team of 65 HR associates.

Held progressively responsible HR positions in the field and headquarters.

Joined Westinghouse on their fast-track Human Resources Development Program. Took assignments in Pittsburgh, Raleigh and Morristown for 3 different divisions. Westinghouse divested the elevator business to Schindler. Led HR Field Operations and subsequently built the company's first training function focused on field service training and leadership development.