Lead Workforce Transformation within Prudential's Global Technology COO function driving optimization, transformation, and business impact. Strategic remit includes:Workforce Strategy - A multi-year effort to fuel the enterprise transformation by building a global, diverse, future-ready workforce to further position Global Technology as a career destination for top technology and data talent. Strategy is hinged on 4 pillars – modernizing our structure, leveling up our skills, aligning talent to differentiated work, and building a culture of inclusion & continuous learning. Early Talent - Manage early talent early partnerships, pipelines and programs, including university relations and our robust intern , co-op, rotation programs.Strategic Change Management - Support the creation and sustainment of a continuous learning culture, driving understanding & engagement with new learning platforms, and fostering leadership enablement.Learning & Development - Focused on the continued investment in our talent by driving our upskill/reskill strategy, which is a critical component of achieving a Future Ready GT. The includes role-based learning journeys, managing our technical assessment & learning platforms (PluralSight & ACloudGuru), and accountability for the design, coordination, & execution of our immersive training bootcamps.Strategic Global Partner Management - Governance of key vendor relationships, establishing collaborative partnerships and providing a consistent approach for contract oversight with a focus on managing risk, performance, value preservation, and business transformation.Employee Technology Experience - Partner with Product Owners of employee facing technology to drive simplified experiences, change management, and ultimately increase adoption. This includes support around various aspects of the employee experience including end-point technology, collaboration technology, employee help tools, and educational support.

Led Prudential’s hybrid insourced/outsourced HR Operations function and executed a transformational journey. Hinged on the launch of Workday in 2020, the transformation subsequently focused on the evolution of the HR Operations function. Centralized work to further elevate the HRBP role, resulting in a significant reduction in headcount. Led Prudential’s large, outsourced partnership with Alight Solutions and accountable for the delivery of critical HR services: HR Ops: Strategic partners of HRBPs and COEs to lead strategic talent processes, execute critical transactions within the talent lifecycle, and support organizational change.Service Delivery: Payroll, tax & accounting, time & attendance, severance & separation, the Employee Service Center, learning, talent management, and talent acquisition.Global Support & Data Management: Global support for core HR processes. Global data stewardship of HR data including HCM data, non-HCM data, data architecture and hierarchy management.Talent Acquisition Ops: Led critical operational functions and vendor partnerships in support of interview scheduling, recruiting coordination, pre-boarding and background adjudication.Transformational Project Leadership: - Led various functional & service delivery workstreams during our Workday launch.- Led the design, implementation, and execution Prudential’s one-time transformational Voluntary Separation Program. - Led a transformation initiative focused on eliminating complexities, streamlining processes, and renegotiating fee structures that resulted in a significant annualized savings with our outsourced partner.- Drove Ease of Doing HR Business with a focus on optimization, streamlining processes, balancing self-service vs. centralization and leveraging automation to take low value inquiries and transactions out of the live channel.

Enabled the new HR Operating Model through the ground-up design and implementation of a centralized HR Shared Services team. Created capacity for the HRBPs while streamlining service delivery and strengthening execution. - Created capacity for HR Business Partners to be more strategic, resulting in a significant reduction in headcount. - Established a data forward consultative-focused culture by implementing ServiceNow as our case & knowledge management tool. Proactively provided consultative insights into trends and analyses to drive business impact. - Ensured on-going success through a strategy hinged on agile evolution, a culture that less than perfect is not only ok but expected and by establishing deep relationships that drove adoption & commitment to the model. - Established concierge services for critical moments that matter, such as leaves of absence. The offering increased data integrity, significantly reduced overpayments and most importantly, and continues to drive positive return to work statistics due to a higher level of employee & manager engagement.

Accountable for service delivery of HR operations, systems and business measurement & reporting for key talent functions including talent acquisition, employee & leadership development, performance management and succession management.Lead a team of 60 domestic & offshore associates and aggressively manage expenses through efficiencies, staffing model and vendor agreements. Provide strategic direction and leadership for various Human Resources initiatives to reengineer, enhance and enable recruiting & learning processes to drive a more engaging candidate & learner experience. Drove a cultural change between the operations team and the functional partners to drive collaboration and trust, which ultimately lead to greater engagement, effectiveness and efficiency. Serve as the business owner of 7 vendor & proprietary enterprise applications. Manage strategic relationships of 4 technology solution providers, 2 service providers and an outsourced strategic partner.

Led the Group Insurance Program Management Office (PMO) and Process Transformation team with a focus on strategic planning, execution, change management and driving business efficiency. Responsible for the execution of all strategic, cross functional initiatives including new product launches, product enhancements, product divestitures, organizational design, regulatory and compliance changes, and change management initiatives. Established a cross functional portfolio operating committee to drive strategic planning and prioritization across the Group Insurance business and managed centralized initiative budget of $20M, including managing ROI and tracking savings identified in business cases.Implemented a Project Management Lifecycle (PMLC) to help drive standardization of methodology, documentation and approvals within the organization, while enabling clear ownership and empowerment of project leadership. Defined best practice tools and approaches to mitigate execution risk. Delivered process excellence and continuous improvement leveraging lean and six sigma best practices to optimize key business processes and increase employee engagement. Led efforts to enhance new client bidding & intake, client renewal, medical underwriting and customer support processes.

Led Prudential's centralized Accounts Payable, Electronic Funds Transfer (EFT) and Electronic Data Interchange (EDI) teams in support of Prudential’s domestic businesses. Served as the functional owner of key financial functions and the business owner of the supporting homegrown and vendor package systems. Led both insourced and outsourced teams with a strong focus on streamlining processes to enhance the customer experience. - Oversaw the Accounts Payable function including monitoring the strategic partnership with Aon Hewitt and managing the AP systems to ensure adequate controls exist for all aspects of the $1.5B payment process. Reduced overall costs by 28%- Led the Electronic Processing Solutions department that supported $16B of critical business EFT transactions and 200K EDI transactions annually- Managed the Finance & Business Analysis area with oversight of the $300M from a planning, forecasting, management reporting & supporting various departmental initiatives- Oversaw the Vendor Monitoring & Records Executive functions to ensure regulatory and contractual compliance

Led a team supporting the financial management of Corporate Operations & Systems. Built, and managed budgets in excess of $600M. Responsible for all aspects of financial planning including:- Annual planning process- Expense reduction- Quarterly reporting- Quarterly forecasts- Chargeback management- Variance analysis- Support of key business planning processes including initiative funding and reporting

Assisted in the management of three IT departments with responsibility for process improvement, workflow automation, management reporting and project support. Designed & architected an automated, on-line workflow to streamline the coordination, tracking, reporting and efficiency of Prudential’s Toll Free Number Request Process while enhancing controls. The system streamlined various manual processes and resulted in an 18% reduction of Prudential’s toll free numbers, thereby reducing expenses.Supported management reporting including the monitoring and evaluation of project performance through the development of reporting metrics for Senior Management. Managed all program management activities. Developed strategic planning documents including Business System Plans and Business Continuation Plans. Redesigned & automated various processes to foster efficiencies & workflow improvement.