Lead human resources, recruitment, retention, employee benefits, and employee engagement for a dedicated and diverse workforce of 1,800 throughout the five boroughs of New York City and Long Island. As a key member of the Executive Team, I am responsible for managing and implementing human resources and people programs to enhance and support a culture rooted in diversity and equity. As the CHRPO, I balance HR technical expertise with practical approaches and solutions to support a diverse and vibrant workforce.

At Cascade Clarity, our purpose is clear: to create organizational harmony. We aim to empower businesses with the knowledge and tools to successfully implement and monitor their corporate goals as they cascade through the organization. With decades of experience combatting the "organizational silo effect," we eliminate this barrier through objective engagement and innovative technology, data, and integration. By providing executives with a clear understanding of progress, they can reach their corporate goals, allowing them to make informed, strategic decisions based on unbiased information. In addition, we promote clarity, alignment, and success throughout the organization by simplifying complex business processes: Goals-OrientedWe strive to achieve specific, measurable outcomes. Data-DrivenWe rely on data and objective analytics. Client-CentricWe put the needs of our clients first.Metrics-DrivenWe obtain transparent objective KPIs and Key Results.Results-Oriented CultureWe prioritize results and reward employees who consistently deliver outcomes for their clients.

In 2018, I launched my boutique consultancy firm to support companies and business leaders in setting overarching strategies concerning workforce experience, executive recruiting, performance management, executive coaching, talent advisory, change management, and market entry.PROJECTS:  Advisor to AARP on workforce strategy, org design and talent assessment.  Advisor to Shenzyn executives on Americas market strategy.  Partner and advisor to Workfolio CEO.  Worked with CMO at Vonage to review their organizational structure and redeploying talent.  Served as acting President for Crenshaw Associates, revamping the Career and Talent Development consulting model.

The tenure as President is for a two-year period, but the board extended my term 3 times to facilitate the continued efforts at stabilizing existing programs, building out additional service offerings, and positioning the charity for rapid growth. I am thrilled to be part of such an amazing group of people, inspiring the genesis of an expanded vision that embraces community activism and advocacy. CORE PRIORITIES:  Multiply service offerings— Developed impactful housing and workforce training programs that assist 250+ families each year.  Retrench financially— Mitigate risks of Covid by swiftly pivoting from in-person to virtual while keeping 100% of staff employed.  Increase program capacity— Shift operating model towards building relationships with vendors and alliance partners.  Power growth— Scale $300K operating budget to ~$4M, staffing 12 permanent positions, and recruiting 8 new board members.  Energize community participation— Lead from behind the scenes to help plan Galas and secure recurring corporate sponsorships.  Inspire culture of collaboration and creativity — Advise executive committee and board directors on strategy and people vision.

Recruited for my experience leading organizational transformations, I set out to optimize existing business and expand operational capabilities to meet evolving market needs. This entailed molding strategy for a global restructure. Reimagined operating model, modified commercial approach, changed communication methods, talent assessment, and people development. RESULTS DELIVERED:  Reduced attrition fifteen points, balancing impacts of major organizational change with robust staff development program.  Kept engagement levels at 76% in midst of Covid by infusing transparent and compassionate culture.  Realized real gains in positive employee sentiment in feeling cared for both personally and professionally.  Produced flexibility in workforce planning, leveraging technology to forecast staffing requirements and compensation benchmarks.  Established talent diagnostics, employee competencies, job descriptions, and career pathing for entire global employee population.  Informed future service offerings by mapping process to feed thought leadership with real-time research and market analyses.

In this role, I wore dual hats as the Managing Director of Workforce Experience for North America, as well as the Practice Leader for Talent & Organization for the US Southeast. I held ownership over $200M+ P&L delivering enterprise and digital employee experience service offerings to corporate clients. As part of these roles, I developed new business relationships with Fortune 500 executives, assessing market needs to quickly implement creative, codified, and scalable solutions. KEY WINS:  Generated $30M+ project revenue for clients worldwide, designing new employee experience operating models.  Redesigned people management technologies and created new organizational structures and universal learning programs.  Contributed to 200% growth, capturing market share with end-to-end workforce transformations and talent development programs.

I joined this $300M career management and talent development consulting division of the ManpowerGroup as the VP of the Northeast Career Management Practice. In fact, I was recruited to manage a $100M+ business within that organization where I pioneered a new practice delivery construct for career and talent management service offerings. Within a couple years, I took on additional oversight of the Americas Northeast Consulting Practice and the North America Career Management Practice as SVP. I led a team of up to 150 full-time staff and a contingent workforce of around 1,000. CONTRIBUTIONS MADE:  Set strategy, direction, and standards; created breakthrough sales performance and developed leadership bench.  Ideated and piloted new transformational consulting model across US Northeast to drive global adoption of high-quality solutions.  Lifted employee engagement 25% by advising business leaders in thinking through and redesigning workforce strategy.  Recruited, selected, developed, and retained top-performing talent, setting stage for sustainable business growth.

I was brought on as the SVP of the North America Talent Development Practice for this global outplacement and talent management consulting arm of Kelly Services. I was recruited to mentor a team of 200 Sales, Consulting, and Operations professionals and to instill a high-performance culture. I also served as General Manager of business development to expand revenue opportunities and grow sales pipeline. LEADERSHIP IN ACTION:  Doubled sales and achieved top-line revenue and EBIDTA targets, growing pipeline by refocusing sales and prospecting tactics.  Served on Global Talent Development Thought Leadership Team, yielding results adaptable to NORAM market.