Graphio developed a manager's digital twin that analyzes employee performance by assessing potential, identifying high-potential individuals, and predicting flight risks - all based on events data without accessing private content, messages, or any sensitive information.Our recommended usage scenario is to empower employees by giving them access to personalized insights, highlighting their strengths, areas for growth, and unique qualities (their personal SWOT). Leaders, HR, and managers, in turn, receive updates on positive progress and achievements, positioning the company in a "big brother rooting for you" mode that fosters support rather than surveillance.

ChangeEngine's mission is to revolutionize internal communications in the age of remote work using a cutting-edge technology platform inspired by proven marketing principles. Our software solution significantly boosts employee engagement and enhances business performance. As an Advisory Network member with [your specific expertise], I’m contributing to the creation of the first all-in-one internal communications technology that delivers tangible, measurable results. ChangeEngine's platform isn’t just another app – it's a comprehensive tech ecosystem for employee engagement.

- Family time- Rediscovering past hobbies and finding new ones- Investments

Oversaw Talent Management and Employee Relations across the enterprise ($15B rev entailing growth & contraction) and led the Human Resource Business Partner (HRBP) function for the majority of Opendoor’s employee population, consisting of 2k+ employees while directly partnering with 2 C-Suite leaders. Built and led two distinct teams focused on Talent Management (performance enablement, leadership development, and employee listening strategy) and HR Business Partnership totaling 7-9 team members.- Drove $75M+ in cost savings and reduced headcount by 40% through identifying workforce inefficiencies and co-leading optimization efforts. - Architected multi-year performance enablement strategy that focuses on improving the employee experience and business results through connected products and services. - Improved “Graceful Exit” approach by redesigning program, driving adoption from < 30% to > 80%, while also reducing wrongful termination claims and providing employees with an improved separation option.

Created and improved the approach to executive leadership performance and development to ensure Expedia Group had the leadership talent required for future success. This newly established role was designed to concentrate on the VP+ population, engaging approximately 150 leaders, while also encompassing broader responsibilities in leadership and organizational development. Led a global team of 6 Organizational Development and Talent Strategists.- Designed approach to executive performance, development, and succession planning incorporating company leadership principles and creating organizational development sessions for OKR alignment. - Identified areas of opportunity and strength in the leadership team by analyzing leadership pipeline and creating talent plans and heat maps, while partnering with C-Suite to implement development actions.

Directed the HR Business Partner (HRBP) function for Travel Partners Group ($8B+ Rev), overseeing approximately 7,000 employees across ~70 countries and establishing and managing a team of 8 strategic HRBPs, post-company transformation. Preceding the organizational shift, played a pivotal role as the Head of HR for the Lodging division, which comprised around 5,500 employees across 60+ countries, leading a team of ~60 professionals. Served as the interim company leader for Talent Management, leading an additional team of 6 Talent Management professionals. - Generated $250M in savings by co-leading the formation and cost transformation of the Travel Partners Group. - Created first consistent and unified performance assessment approach, aligning it with the platform transformation objectives. - Adapted and facilitated company transformation education sessions across the global HR organization, designed to enhance understanding of transformation objectives and platform strategy.

Managed Global Supply Operations and Lodging Product Management, overseeing a team of 2000+ employees across 30+ countries while leading Talent Management for the Lodging Division. Supervised a team of 4 direct reports with one Talent Strategist and up to three HRBPs with additional dotted-line leadership responsibility for a network of globally distributed HR partners. - Enhanced VP succession pools by creating an inaugural Leadership Development Program for Lodging Partner Services, securing investments & resourcing to expand and enhance this development program ($500k resource and program investment) - Created efficiencies during merger and acquisitions by rationalizing capabilities, co-leading the integration of Orbitz into the Lodging division. - Collaboratively developed and refreshed company values and led organizational change efforts to embed and embrace new ways of working during company transition to become Expedia Group.

Acted as the principal Human Resource Business Partner (HRBP) for Global Supply Operations, transforming it to serve the company’s growth and expansion ambitions in partnership with GSO leadership team. Led a team of 2 HRBPs focused on cross-organizational support of Brand Expedia and the broader lodging division. - Led HR for Global Supply Operations through hyper-growth and rapid expansion, supporting a 150% growth in a 3-year period with 1200 incremental increase in employees. - Reduced attrition by >50% through designing organizational and incentive structures to influence career movement and empower employees. - Co-led the creation of Leadership Foundations, a program designed to boost the leadership capability of Directors and Senior Directors across the company.

Led two teams with a total of 8 direct reports for the Online Service Division. One team focused on process efficiency and in-business development programs while the other provided HR business partnership to online ads research and development, marketing, and analytics. - Improved retention of top technical talent by centralizing competitive compensation intelligence and our retention save process, increasing speed and precision while forming a comprehensive retention strategy. - Reduced resources involved by 75% and saved 3 months of planning time by simplifying annual performance management approach and optimizing planning time as well as resources involved.

Partnered with Infrastructure Managed Services and a Cloud Incubation team (totaling 5k+ employees), leading the integration of teams from Perot Systems and Dell’s infrastructure services. - Generated $18M+ in annualized cost savings by co-leading cost transformation efforts for Infrastructure Managed Services. - Maintained meritocracy and improved employee engagement across 17k+ team members, managing annual pay planning and performance management efforts.

New Site Development for US Consumer/Dell International Services (DIS)