Interim/fractional head of HR, HR Advisor, and Coach. I help organizations ensure talent initiatives enable business impact while attracting, engaging, and developing people.Engagements include Boston Dynamics AI Institute (Robotics, AI, Tech), edX (EdTech), G2 Capital Advisors (Investment Bank), NorthBridge Partners (Private Equity), Waters Corporation (Life Sciences), Kennedy-Donovan Center (Human Services), KIS Technology (Tech) HarborOne Bank (Banking), Synergy Boston (Real Estate & Asset Management), Consult Hyperion (Consulting & FinTech), Tufts University (Higher Ed, Clinical, Research), Harvard University (Higher Ed, Clinical, Research).

Sentient Decision Science builds scientific technology and products that quantify the impact of emotion on choice, providing more accurate predictions and deeper explanations of behavior. Sentient technology measures emotion and its cognitive antecedents, providing scaled access to these two essential elements of the human experience.• Support the CEO in the role of trusted advisor as the organization transitioned from a tech‐enabled consultancy to SAAS model with ARR including workforce planning, talent acquisition, and operational oversight.• Drive People strategies and initiatives that contribute to achieving company‐wide objectives and key results (OKR) including talent management, employee engagement, coaching, and learning and development.

VERTEX is a global employee‐owned AEC firm that delivers integrated Forensic, Engineering, Construction, and Environmental solutions on complex projects that span the globe. VERTEX cares about its clients and employee‐owners so we seek to add value and operate with a constant sense of urgency. Our lifetime of learning philosophy keeps us ahead of the curve while we maintain a continual growth focus.•Led and managed human resources team in the delivery of all HR activities including, talent management, total rewards, HRIS, talent acquisition, employee relations and compliance.•Designed and implemented a new strategy for global talent management to align employees’ efforts with high-growth business strategy and to foster a culture of continuous feedback, productivity, and engagement. Researched and deployed software to support processes and create efficiency.•Developed Talent Acquisition strategy to ensure effective sourcing of difficult-to-fill positions, attract top talent, and enhance the candidate experience,•Ensured compliance with all Federal, state and local laws and regulations, Developed strategies to address gaps, and implemented changes and communicated with stakeholders.•Provided strategic direction for M&A activities and organic growth initiatives to scale growth. Participate in due diligence process for prospective acquisitions. Develop strategies for integrating acquired talent.•Acted as an internal consultant to leaders, managers, and employees providing guidance on a wide range of organizational and change issues. •Organization and HR Planning – including identifying the people and organizational implications of the business strategy, the identification and development of key talent, and succession planning•Built strong rapport with all levels of the organization including senior management by being approachable, providing evidenced-based practices and showing commitment to ongoing process improvement.

$100+ million revenue, 600-person, high-growth technology-enabled education services platform company that develops curriculum and uses big data analytics to target high-demand US degree programs and international students.•Transformed HR department from a transactional function to strategic business partner. Introduced HRBP model and COEs. HRBP for two business units and Executive Leadership team in addition to overseeing all HRBP activity•Developed Total Rewards philosophy to translate organization’s vision, strategy and values into a framework to guide decision-making around short and long-term incentives, recognition and benefits and create a pay for performance culture. Developed strategy for executives and board to prepare for IPO•Developed compensation structure to ensure pay equity and transparency. Identified organizational competencies.•Established career paths and learning strategies to develop and retain employees at all levels. Identified development gaps and created action plans to address them•Designed and facilitated training programs for mission-critical and high-volume roles. •Led, designed and Implemented new strategy for global talent management to align employees’ efforts with high-growth business strategy and to foster a culture of continuous feedback, productivity and engagement•Drove business growth through partnership with each business lines’ leadership to ensure talent alignment with business objectives and address current and future talent needs•Established and communicated a vision for talent acquisition with a focus on building a strong employer brand, developing candidate pipelines, fostering a culture of internal mobility, reflecting our values for diversity and inclusion, and solidifying our status as a Top Places to Work•Implemented resources and tools to support ongoing performance management activities and leverage metrics and data to enhance the effectiveness of talent development activities

Industry leading transportation specialists dedicated to ensuring that transportation investments deliver the best possible results.•Member of the Senior Leadership Team focused on aligning operational needs with growth strategies to support the strategic plan. Trusted advisor to executives•In collaboration with the executive committee and board, assessed, designed and implemented a new strategy for talent management (talent acquisition, performance management, feedback and goal‐setting, development planning, and succession planning) including implementing supporting software.•Introduced total rewards model to ensure that compensation, benefits, work/life and development opportunities aligned with firm and business unit talent management strategies while reducing the cost to the organization. Conducted an in‐depth analysis of the current rewards structure, developed recommendations for changes/enhancements resulting in higher employee engagement and improved business results.•Redesigned employee benefits to comply with health care reform and provide more choice to employees. Reduced cost of medical benefits by $1.2M in first 18 months. Implemented a new total rewards communications portal to ensure consistent messaging and streamlined processes.•Developed a compensation philosophy and supporting compensation structure to ensure our ability to remain market competitive and attract top talent.•Analyzed existing training opportunities and developed a roadmap to ensure we were investing our resources in a manner that supports professional development, growth, and retention. Designed and developed or sourced learning content to support career development and improve business outcomes.•Streamlined operations to ensure compliance within a highly regulated industry and to reduce transactional activity.

Tufts is a leader in American higher education, distinctive for its success as a moderately sized university that excels at research and is committed to providing students with a personal experience. Tufts is a blend of both a research university and a liberal arts college, a unique combination that attracts students, faculty and staff who thrive in our environment of curiosity, creativity, and engagement. With campuses in Boston, Medford/Somerville and Grafton, MA, and Talloires, France, Tufts employs over 4,500 faculty and staff.•Served as a key member of the University leadership team reporting to Executive Vice President.•Implemented a new HR service delivery model including strategic HR Business Partners and Centers of Expertise (COE) along with a plan to create a Shared Services Organization (SSO).•Streamlined workflows, processes and upgraded technology to create greater efficiency and cost savings while providing a higher level of client service.•Revised policies and practices to ensure compliance and consistency.•Oversee $5 Million budget annually, and a staff of 45 HR professionals.

Public media producer and broadcasterwith1000 employees and multiple, geographically dispersed business units including media access group, marketing and communications, research, production units, radio production, broadcast, development, and administration.•Drove the alignment of HR strategies and tactics with the organization’s mission, values, and goals.•In collaboration with the board and executive leadership, provided high level HR direction and support to all collective bargaining and labor relations impacting 50% of the workforce.•Enabled division management to appropriately plan the use of its workforce and negotiate contractual changes with labor unions; served as a trusted advisor to senior management in the development of business plans as well as the implementation of supporting strategies and tactics.•Improved productivity across the organization by personally conducting a thorough analysis of performance development and compensation practices; working with various board committees, drove positive changes in compensation philosophy, workforce planning, and performance management.•Enabled greater operational efficiency, improved client service levels, and significant cost savings by spearheading a financial analysis and rebranding of two strategic business units.•Played a key role in the organization’s attainment of a balanced budget for four consecutive years; reviewed and structured benefit plans that provided a higher level of employee satisfaction while dramatically reducing costs to the organization.

•Enhanced the organization’s leadership skills while improving productivity and communication; guided the design, development, and delivery of numerous strategic training initiatives and improvements.•Replaced and improved the senior management in several schools by developing and implementing aggressive recruitment strategies; dramatically cut search costs by eliminating the use of search firms.•Improved the ease of entry for new employees into the organization while promoting greater long‐term retention; redesigned the on‐boarding process and improved the scope of collateral materials by producing a new employee orientation video and supporting materials