Led team of 40 employees, including 5 business leaders, in the customer interaction call center representing $65M in sales annually. • Developed a targeted, multi-pronged communication and education strategy influencing customers to interact with ecommerce site in record global levels, resulting in revenue and order growth of 100% YOY, a 17% reduction in call volume to customer interaction center and 42% reduction in hold time, leading to reallocation of talent to key initiatives.• Implemented new customer pricing structure based on segmentation data, achieving all financial objectives with ASP increases of 5% to budget and 10% to LY and an incremental $1.7M in sales revenue.

Led team of 2 and served as a key member of the Unitron/Hansaton Executive Leadership Team. Utilized HR expertise to rebuild function’s credibility as a strategic partner and proactively provided coaching/consulting to Executive Leadership.• Championed and led organizational change management on projects impacting 2,500 employees. Example projects:• A series of significant transitions at Unitron, including the rollout of a new Sonova culture, values, and leadership structure, along with a physical move to Sonova’s US headquarters in Chicago and an increase in remote work.• Human Resource system implementation that enhanced the employee experience through a mobile app and improved people data analytics and processes for the Shared Services team.• Analyzed key recruiting data to diagnose issues with time to fill and new hire retention. Improved the interview and selection process and enhanced on boarding, ultimately decreasing time to fill by 38% and increasing new hire retention by 52%.

Led organizational change management and a team of 7 direct reports for a $100M ERP implementation that impacted all employees at Sleep Number, inclusive of all support and partnership with C-Suite leaders.• Conducted/developed organizational impact analysis to successfully plan for changes to systems, people, and processes.• Created communication plan, including an organization communication assessment, and led all related efforts across the organization, inclusive of business case for change, all email and intranet content and video collateral.• Conducted the training needs assessment and created the training plan on business and system process changes for 3,100 end users, inclusive of the course curriculum, role-based learning matrix and training content development.

Re-energized alternative sales channel results (Direct Sales, Digital, Wholesale) through strong leadership and engagement with a team of 6 direct reports and 45 total employees.• Led the Customer Sales Center, ecommerce and wholesale to best company performances on a % to goal perspective in 2013. Generated approximately $100M in sales and $45M in selling margin.• Created, negotiated and led largest and most successful QVC event in company history, generating $17M in wholesale revenue and $6.8M in selling margin (120% to plan).

Led the Human Capital Business Partner function supporting all corporate C-Suite leaders, in addition to Talent Acquisition, Payroll, Facilities, and Talent Management. The team included 5 direct reports and 20 total employees.• Implemented new hiring assessments for store managers and sales professionals that articulate the “behavioral DNA” of successful employees to create a meaningful hiring profile. • First year results showed a 7ppt increase in retention and a 22ppt increase in new hire performance, which equated to $325,000 in savings and $5.5 million in incremental revenue. • Advanced employee engagement as a core performance measure for the organization in 2009 by influencing senior leadership to embrace engagement as a core metric using research and anecdotal evidence. Employee engagement cited in Q2 2010 earnings call as a significant contributor to Sleep Number’s above-plan performance.