Returned to company in its optical communications cables facility leading the HR department and supporting over 500 hourly associates, 90 salaried associates and up to 3 contingent agencies.• Collaborated with Plant Staff and determined management direction, leading to record-breaking performance by meeting staffing needs & improving engagement scores & participation by 5%.• Met yearly hourly staffing levels including a 2021 ramp-up during a global pandemic, and later meeting fluctuating staffing goals, driven by business needs.• Led teams through improvements in HR processes --performance management, hiring, talent management, career development, etc., ensuring strong performance & increasing engagement scores by 5%. Led and managed employee relations investigations, Worker's Comp and ADA cases.

Led the HR department of Kohl's oldest and largest retail Regional Distribution Center. Responsible for all HR-related processes for over 500 hourly and 40 salaried employees in an 800k sq. ft. facility which houses multiple businesses to include DC Operations, Centralized Transportation and Reversed Logistics. Supported associates and leaders on issues related to performance, coaching & development, cultural engagement, diversity, company policy & procedures and state & federal law.• Partnered with Sr. Leadership to ensure successful HR solutions met business goals including hiring & staffing 100+ seasonal hires during holiday ramps & onboarded multiple HR Specialists. • Maintained high engagement scores of 75%+ while maintaining impressive performance results.• Executed Voluntary Retirement Program involving 100+ associates. Led EEOC investigations, unemployment claims hearings, WComp & ADA issues. Obtained Crisis Prevention certification

Led four departments responsible for $8M budget in a $43M retail store. Exceeded sales plans including turning around failing Men's Shoes department. Awarded Sales Plan Achievement Award and Scorecard Excellence Award for sales performance, credit performance, strong customer feedback and high engagement.

Managed the operations of Bath & Body Works' distribution center processing over 500 MM units/yr to over 1500 stores throughout the country. Responsible for the daily operations of two sites and leading 5 managers, 16 supervisors, over 350 core associates and up to 200 contingent associates. Led both sites in exceeding key operational metrics: 11% decrease in CPU vs. LY; 6% increase in productivity vs. LY; improved throughput from 2.6 days to 1.8 days at DC7 and from 1.8 days to 1.5 days at DC3; improved safety record driving down incident frequency to 3.7 from 8.57 LY and reducing recordable injuries from 29 to 13

Created and managed business vision, mission and objectives for Target’s 1.5 M square foot distribution center housing goods for over 50 Target stores in the Midwest and Northeast regions. Responsible for the overall P&L of the distribution center in excess of $35M, the processing of over 26 million cartons annually and leading over 600 team members. Led DC to high performance in key operational metrics: ranked 13th out of 26 DCs in overall performance at 101% to common expectations; 10th in cost per carton; 8th in daily level of service; and achieved 102% to budget for cartons per hours.

Led all HR related initiatives including talent acquisition, leadership development, retention strategies, staffing and more. Overall workforce at the facility was 800+ salaried and hourly employees. • Obtained strong cultural survey results from all teams in the annual best team surveys. • Championed robust performance culture by upgrading talent and addressing performance concerns.• Spearheaded new executive onboarding program that was modeled across the division.

Responsible for the division-wide deployment of Six Sigma initiatives across 3 manufacturing facilities. Enhanced skills of Black Belts, Green Belts, and Sponsors while developing the Green Belt certification process.Provided leadership to division-wide deployment of Six Sigma to gain breakthrough performance for the Semiconductor Materials platform that yielded more than $15M in cost-savings during the first year. Led development of Cost of Poor Quality Assessment that yielded over $4M in cost-savings opportunities. Developed the Quality Management System for the SC manufacturing facility.

Directed operations in the manufacture of semiconductor parts with responsibility for developing high performance work teams while meeting and exceeding production standards. Led teams through the implementation of new processes, supporting new product development and managing major fluctuations in business needs and staffing. Oversaw organization’s High Performance Work System renewal efforts resulting in optimization and improvement related to people systems, pay/rewards system and organizational structure. Exceeded expectations on corporate-wide Manufacturing Excellence Pyramid Audit that assesses process discipline and control, line performance measures and adherence to work rules and safety.