Responsible for the end-to-end talent management lifecycle including talent attraction, selection, on-boarding, performance management, succession planning, learning & development, leadership development and recognition.

Responsible for the implementation of competency-based management and HR solutions for public and private sector clients including; Stantec, Ottawa Art Gallery and Canadian Agricultural Human Resources Council.

I built the Talent Management and Organizational Development Function by creating a new team of 5, establishing processes, and launching global programs for the 7500+ employees, addressing business needs and optimizing performance. I’m proud to highlight the following accomplishments:● Delivered a re-engineered employee survey program to 6000+ employees across 10 North American plants, analyzing the results and delivering key insights to management in 5 business days. ● Spearheaded the creation of an innovative 90-day onboarding program, engaging the employee through the full hiring process, optimizing the process, and educating managers on the process.● Overhauled the performance management process by changing the focus to a process lite/conversation heavy philosophy, developing a user-friendly, one-page form to align employee behaviours with business objectives and increasing both the number of objectives submitted (75%) and annual reviews completed.● Led the centralization of the Talent Acquisition Function, developing recruitment processes, implementing metrics, establishing evaluation criteria, and launching an Internal Job Posting process, leading to a reduction in agency utilization spend ($800k to $200k) and delivering an average time-to-fill of 41 days.● Created a strategic partnership with UOIT to champion diversity in our engineering team through the development of a pipeline of entry-level engineering candidates through their 𝘞𝘰𝘮𝘦𝘯 𝘪𝘯 𝘌𝘯𝘨𝘪𝘯𝘦𝘦𝘳𝘪𝘯𝘨 initiative.● Supported the COVID-19 pivot by working with Health & Safety to design and launch Return To Work training on new safety protocols.

Blue-Mark Management Consultants combine strategy facilitation and organizational change experience with practical and proven consulting approaches to help leaders focus, align, and implement solutions to maximize business results.● Worked onsite at CIBC to support the HR policy development, organization design, and change management initiatives as part of their agile transformation core team.

I initially served as Director of Talent Planning and later relocated to Boucherville, QC as the Senior Director, Talent Acquisition & Development. I was tasked with the company-wide, culture transformation following the RONA acquisition, including aligning the talent management, talent acquisition, performance management and succession management strategies while coaching and mentoring my team. I’m proud to highlight the following accomplishments:► 𝘚𝘦𝘯𝘪𝘰𝘳 𝘋𝘪𝘳𝘦𝘤𝘵𝘰𝘳, 𝘛𝘢𝘭𝘦𝘯𝘵 𝘈𝘤𝘲𝘶𝘪𝘴𝘪𝘵𝘪𝘰𝘯 & 𝘋𝘦𝘷𝘦𝘭𝘰𝘱𝘮𝘦𝘯𝘵● Built a new Talent Centre of Excellence to support the combined Lowe’s and RONA organization, comprised of 28,000 employees across 450 stores nationwide, designing the 1st formal strategy, objectives, and metrics.● Instituted the 1st employee survey for the post-acquisition Lowe’s and RONA enterprise, issued in English and French.● Managed the culture integration process including conducting a benchmark survey, working with leadership to review gaps/ strengths, and developing plans to transition to the desired future state. ● Drove the creation of the post-acquisition employer value proposition and facilitating cross-functional working group/focus group dialogue.► 𝘋𝘪𝘳𝘦𝘤𝘵𝘰𝘳, 𝘛𝘢𝘭𝘦𝘯𝘵 𝘗𝘭𝘢𝘯𝘯𝘪𝘯𝘨● Oversaw the Talent Centre of Excellence for a workforce of 10,000+ across 50+ stores within a high-growth environment.● Built the 1st talent acquisition scorecard facilitating the continuous improvement of key metrics.● In one year, boosted store associate engagement from 61% to 64% by devising a new approach to engagement, stressing leadership accountability.● Implemented a new performance management system and app shifting performance management from a feedback to “feed-forward” culture.● Contributed to the recruitment of approximately 3,000+ new staff across 14 new stores and 36 existing stores with a tactical approach to fulfill the mass hiring during rapid expansion.

I oversaw the development and implementation of talent management, employee engagement, and organizational development strategies for the national retail pharmacy chain. I'm proud to highlight the following accomplishments:► 𝘋𝘪𝘳𝘦𝘤𝘵𝘰𝘳, 𝘖𝘳𝘨𝘢𝘯𝘪𝘻𝘢𝘵𝘪𝘰𝘯𝘢𝘭 𝘋𝘦𝘷𝘦𝘭𝘰𝘱𝘮𝘦𝘯𝘵 & 𝘛𝘢𝘭𝘦𝘯𝘵 𝘈𝘤𝘲𝘶𝘪𝘴𝘪𝘵𝘪𝘰𝘯● Directed the Talent Acquisition and Organizational Development teams, partnering with the business to build a strategic talent plan for 450 stores and 8,600 employees across Canada.● Developed a formal Talent Acquisition roadmap to benchmark and improve the function.● Oversaw the creation of a candidate pipeline, developing relationships with PharmD programs, in order to attract and retain high performing Pharmacy talent.► 𝘋𝘪𝘳𝘦𝘤𝘵𝘰𝘳, 𝘖𝘳𝘨𝘢𝘯𝘪𝘻𝘢𝘵𝘪𝘰𝘯𝘢𝘭 𝘋𝘦𝘷𝘦𝘭𝘰𝘱𝘮𝘦𝘯𝘵 ● Created and implemented a new integrated talent program that included a leadership model, performance management, talent review, and succession management processes to align with new organizational strategy and values.● Developed and executed a new engagement strategy as well as the company’s 1st engagement survey, all in only 6 weeks.● Led organizational change initiatives, including the deployment of Kronos to enable future use of Workforce Scheduler.

Similar to my role at McCain, I stepped into the newly created role of Manager, Organizational Effectiveness at Sleeman. Defining the role and building it from the ground up, I successfully navigated the unique corporate culture, developing employee engagement programs aligned with the organizational vision. I'm proud to highlight the following accomplishments:● Designed and implemented a new employee engagement strategy, "𝘉𝘳𝘦𝘸𝘪𝘯𝘨 𝘢 𝘊𝘶𝘭𝘵𝘶𝘳𝘦 𝘰𝘧 𝘚𝘶𝘤𝘤𝘦𝘴𝘴,” including training 300 managers across the organization.● Crafted the framework and launched the 𝘑𝘰𝘩𝘯 𝘚𝘭𝘦𝘦𝘮𝘢𝘯 𝘜𝘯𝘪𝘷𝘦𝘳𝘴𝘪𝘵𝘺 across Ontario, Quebec, and Western Canada.

I relocated to Florenceville, NB to serve in the newly created role of Director of Organizational Effectiveness & Learning at McCain Foods. I was responsible for talent programs and the creation of foundational organizational effectiveness, training, and leadership development programs.● Partnered with the Foodservice Sales Team to launch and measure the impact of the 𝘔𝘤𝘊𝘢𝘪𝘯 𝘞𝘢𝘺 𝘰𝘧 𝘚𝘦𝘭𝘭𝘪𝘯𝘨 program on performance and behaviours.● Launched the 𝘔𝘤𝘊𝘢𝘪𝘯 𝘓𝘦𝘢𝘥𝘦𝘳𝘴𝘩𝘪𝘱 𝘗𝘳𝘰𝘨𝘳𝘢𝘮 in Canada as part of the corporate learning and development strategy.

I originally joined Campbell as HR Manager at their Listowel Plant, earning promotions to Manager, Talent Development, and then Group Manager, Organizational Effectiveness & HR. I orchestrated all talent management, performance management, learning & development, employee engagement, and organizational effectiveness initiatives.I'm proud to highlight the following accomplishments:● Producing top-quartile Gallup employee engagement survey results with scores in the 90th percentile.● Reducing time-to-offer by approximately 10-15% through streamlining of the salaried recruitment process.● Launching the new 𝘊𝘢𝘮𝘱𝘣𝘦𝘭𝘭 𝘜𝘯𝘪𝘷𝘦𝘳𝘴𝘪𝘵𝘺 learning and development program across the organization.● Achieving 100% top talent retention and 97% overall employee retention after developing and implementing a talent management strategy that leveraged new organizational vitality scorecards and metrics.

As a part-time professor, I taught Strategic Human Resources Planning to business and HR students at Humber College.