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Led HR Operations team of 12, overseeing Benefits, Compensation, HR Communication, HR Compliance, People Analytics, Talent Development, and HR Technology. Planned and managed ~$15M annual departmental budget.Developed NRDC’s first org-wide competency framework which clearly defines core, leadership, and job family competencies—the skills, knowledge, and abilities required for every role at NRDC. The framework supports objective decision-making across hiring, learning and development, performance management, promotions, and compensation and lets every NRDCer know what’s expected of them in their roles, how they can improve and grow, and how they can advance their careers at NRDC.Designed and instituted NRDC’s first structured and governance-based annual recognitions process that integrates with the organization’s performance management approach and aims to directly align individual performance and contributions to NRDC’s mission.Automated and modernized HR data processes via implementation of new HR Information System (Dayforce). The new system enhanced reporting capability and greatly improved the employee experience across self-identification, time and attendance tracking, employment and salary verification, payroll processing, and personal data management.In partnership with CFO, led move to self-funded medical plans to mitigate impact of rising insurance premiums; selected and onboarded new benefits broker for combined annual savings of ~$2M.Established People Analytics function to better understand population, measure progress toward diversity, equity, and inclusion goals, and support data-driven decision making. Launched with quarterly people snapshots that provide internal transparency into demographics; expanded to support projects, cyclical processes, and external reporting.

Led full HR team of 30+, supporting all NRDC’s people needs and responding to day-to-day HR issues. Set strategy and approach; ensured continued progress on aggressive roadmap of HR initiatives and ongoing programs.Hired and onboarded entire HR senior leadership cohort including HR Client Services Managing Director, Talent Acquisition Director, Talent Management Director, and Employee Relations Director. Selected and managed array of specialist consultancies to supplement talent gaps and drive strategic initiatives and ongoing programs.Partnered with executives including Chief DEI Officer to align deliverables with NRDC’s unique people needs and DEI goals during the external upheaval of the COVID-19 pandemic and unprecedented internal change. Acted as central point of contact for all NRDC Board subcommittees related to people issues.Partnered with other leaders to develop and deliver strategic communications that helped employees know, do, and feel what’s required to deliver desired results. Used simple yet powerful communication tactics to drive change in process, behavior, and culture. Delivered messages via digital and face-to-face channels including town halls and open forums where challenging Q&A was the norm.

Project managed $70M program to decommission legacy HR information system and global people data architecture and replace it with Oracle Human Capital Management and a set of hybrid SaaS/proprietary on-premise applications spanning the employee lifecycle—recruiting, security, offer management and onboarding, flexible work arrangements, payroll, and offboarding. Coordinated across functional team of 20+ and 100+ IT professionals and development partners.Designed and managed end-of-year talent processes including strategic resource planning, performance management, and promotions.Served as day-to-day contact and escalation point for all U.S.-based HR systems and operations processes with support teams in India and the U.S.Advised and led continuous improvement initiatives related to HR operations, partnering with internal teams and external consultancies.

Led short-term project to facilitate end-to-end design and implementation of new hire onboarding including new orientation program, buddy system, informal chats with senior leaders, and introductory learning and development plans across three U.S. offices. Delivered on-time go-live with all planned activities in scope.

Led recruiting technology program to support low-volume, high-touch year-round hiring of head office employees and high-volume, high-efficiency hiring of 30,000+ seasonal retail employees over 6-week period each year. Managed team of business analysts, functional consultants, and subject matter experts to successful go-live.

Taleo Implementations (UK, France, Germany, and Poland) - Led system testing, training, and embedding of new recruitment processes for phased global roll-out of applicant tracking system. Provided onsite support in London, Paris, and Krakow, acting as escalation point for service teams, during go-live and transition periods.Temporary & Contract Worker Policy and Service Review (UK) - Led end-to-end business analysis and project management to overhaul policies across retail and investment banking divisions. Designed and implemented standard pay rates and job catalogue, revision of current vendor service agreements to update key success measures, technology upgrades to support new processes, and security reviews to ensure legal and data-protection compliance.Recruitment Outsourcing (Europe) – Led recruitment outsourcing project including heading process, technology, and facilities work streams. Helped re-engineer end-to-end design of teams, define roles and responsibilities, integrate use of technology, and onboard service teams in the Philippines and the UK.

Provided HR generalist support for Man AHL, including designing and managing end-to-end recruitment processes. Served as divisional project manager for implementation of new applicant tracking system.