Responsible for leading the HR function and supporting the development and implementation of the refinery’s strategic direction. As a member of the refinery leadership team, the role is a key contributor to the business planning, strategy development and performance planning for the organization.Strategically and systematically provides leadership and sound management in the HR functional arena, with broader expectations for the overall Refinery performance; provide Refinery management with advice and counsel that provides realistic and creative solutions to issues and provides guidance to enhance organizational capability and development.Holds functional responsibility for HR, Payroll, Labor and Learning and Development activities and deliverables.Provides leadership, support and direction to mid-to-senior level leaders regarding people and organization issues.Identifies and progresses opportunities to improve the competitiveness of the business, including cost reduction and driving standardization and efficiency into organization work practices.Develops and executes strategic resource plans for both hourly and salaried populations, while leading succession planning, talent assessment, leadership development and assuring effective performance management processes.Builds a diverse and inclusive workplace, facilitating two way communications between all levels at the refinery, and maintaining a positive employee relations environment.Actively and strategically develops the union/management relationship in a way that progresses the site to efficient, effective and productive operations.

Accountable for managing the Global Downstream Projects Organizational Capability team. This role is the team lead over work processes, systems and tools to monitor and support improvement and sustainability of the Downstream Project and Refining Turnaround communities. Additionally the role has responsibility for providing day to day HR support for Projects and Turnarounds employees within the Refining, Technology and Engineering organization.

•HR Manager of the Maintenance and Reliability organization at BP’s largest US refinery comprised of 2000+ employees •HR leader with an generalist remit of approximately 850 employees across three departments comprised salaried exempt and non-exempt professional employees and USW represented hourly employees•Site Talent Management leader responsible for all talent related activities including but not limited to employee performance/potential assessments, succession plans, development action planning and high potential employee development•HR leader for Maintenance and Reliability related labor activity including the chair for Maintenance Committee (Management/Union Meeting), 2015 open contract negotiations and all day to day labor activity such as grievance avoidance strategies, grievance hearings and retorts, and RFI resolutions •Provides supervision, coaching and development for human resources team

•Provided HR Generalist support to one of BP’s two Midwest US refinery comprised of 700 employees •Supported approximately 350 site employees across four departments with an equal mix of salaried exempt and non-exempt professional employees and USW represented hourly employees•Facilitated the creation of three Diversity and Inclusion affinity networks and serves as the HR contact for these groups•Responsible for client internal and external recruiting activities including job leveling, employee offer details, management consulting and placement strategy•Served as the HR lead for the 2012 and 2013 Annual Talent Review representing 300+ employees•Served as a co-lead for the 2012/13 Salary Administration and Performance Management process representing 300+ employees•Served as the lead facilitator of internal investigations and recommends appropriate level of discipline, including terminations•Responsible for grievance avoidance strategies, grievance hearings and retorts, and RFI resolutions as connected to the site labor strategy •Project designer and lead for the site intra-departmental engineering rotational program

•Provided HR Generalist support to the third largest US refinery with 2300 employees and 2000+ contractors; •Provided direct support for 125+ exempt and non-exempt professional employees and union employees•Served as the HR advisor for site Diversity and Inclusion agenda, including support for five affinity networks and site programs/initiatives•Responsible for client internal and external recruiting activities including job leveling, employee offer details, management consulting and placement strategy•HR lead for 2011/12 Salary Administration process representing 1000+ employees•Led 2010/2011 Workforce Planning statistical analysis and refresh representing 2300 employees•Served as the lead facilitator of internal investigations and recommends appropriate level of discipline, including terminations•Lead for the 2011 Talent Management 9-Box update for 300+ exempt level employees•Co-managed the 2011 engineering salary analysis to support retention initiatives•Created a SAP reporting user manual and facilitated training to site HR colleagues

•Worked with all levels of staff at the largest US refinery with 2600 employees and 2000+ contractors.•Provided generalist and labor support to 600 union employees and 250 exempt and non-exempt employees.•Lead advisor for three site unions (IBEW, IAM&AW, BEF) and for USW (EIA/BEF).•Responsible for grievance avoidance strategies, grievance hearings and retorts, arbitration preparation, conflict resolution and coordinating monthly union/company management meetings. •Drove the process for multiple discipline cases up to and including terminations.•Managed 2010 union apprenticeship salary progressions for 1800+ employees.•Co-facilitated reengineering of union performance management process.•Managed 2010 union and non-union staff support salary progressions for 150+ employees•Reengineered employee disability tracking process to increase efficiencies and provide consistency in practice.•Lead 2010 performance management ranking and calibration process for assigned client group.•Participant in the 2010 Contract Negotiation process for the IBEW and IAM&AW unions.•Partnered with plant management on company initiatives to be presented at the bargaining table.•Spear-headed process for updating apprentice pay progression schedule Memorandums of Agreements •Facilitated updates for contract language for the IBEW and IAM&AW unions

•Facilitated annual salary administration process for 3500+ employees during three salary cycles.•Lead compensation consultant for five diverse organizations (Production, Upstream Research, Gas & Power Marketing, Procurement, and Global Real Estate & Facilitates).•Scope included administration for Managerial, Professional, Technical and Administrative employees.•Administered salary progressions for wage employees into exempt level pay grades and advancement ladders. •Facilitated US national salary programs for US expatriates into global arenas (Canada, Latin America, Europe, Africa, Asia, Middle East).•Led task force to reengineer First Line Supervisor pay progression methodology.•Project lead in converting 100+ administrative employees to technical progression ladders and pay grades.•Project lead for redesigning early career salary adjustments 25 engineers based on compression analysis studies.•Redesigned salary review, edit and approval structure for 500+ employee re-organization.•Pioneered a solution for global manager approval structure process leading to major cost and time savings.•Supervised and trained nine employees during the migration of the US compensation administration process.•Project lead for 2009/10 US Salary Administration work process review and update.•Lead the implementation of the Annual Salary Planning process in close coordination with functional leaders, divisional human resource generalists, managers, and executives.•Developed, recommended, and provided counsel on compensation program trends, plans, policies and procedures consistent with Company philosophy on compensation.•Conducted reviews of internal compensation data to ensure internal alignment and equity as well as external competitiveness.