Currently working onsite with a global tech company in hyper growth mode in a Senior Strategic Talent Acquisition Delivery role. Responsible for recruiting critical roles globally. Building and scaling a Recruiting Strategy, that supports the growth of the business over the next 4 years from $1B to $4B, including the people strategy, recruiting tech stack innovation, and operational excellence throughout the hiring process.

Held responsibility for building, scaling, and transforming the Talent Acquisition team into a high-performing, lean, credible, recruiting organization responsible for 200% of company employee growth. Managed and negotiated all executive-level searches globally. Designed and owned TA strategy and plan (including tools and systems) and annual and quarterly objectives in support of a high-growth organization. Personally drove new Global markets for Branded, Inc., including the Philippines and Portugal.Selected Achievements: • Quickly assessed the Business and its immediate hiring needs, determined future hiring needs, and rolled out Greenhouse ATS, which I have done 3 times before, understanding that it was the right tool for Branded Inc., because of its customizable features and ability to capture everything needed for the team to make the best decision hiring a top performing culture fit. I was able to integrate, roll out, and train Greenhouse all within 30 days.• Only 40% of the offers submitted by Talent Acquisition for approval were approved. There was a clear gap in communication at the leadership level. As my first significant accomplishment, I worked closely with the CEO to understand his thinking and communicate it to all the business leaders. We then scrubbed the open roles as many times as needed. I built an approval process along with a headcount budget and managed both until I turned it over to Finance. Since then, 100% of the offers have been approved with a 93% acceptance rate.

Inherited and under-delivering Talent Acquisition team at the height of the company growth plan and delivered 100 hires in 5 months, which included rebuilding a Product Org from scratch. Motivated and inspired a team of deflated recruiters by inspiring and pulling them out of their comfort zones to show success in other important areas.Selected Achievements: • Immediately started building a high-performing TA team. While I was doing so, my team and I needed to personally step in and help build the Product team. SecurityScorecard was not able to function without 3 Product Leaders (VP of Product, VP of Product Growth, and VP of Product Design) as well as individual contributors in each group. Within my first 60 days, my team and I were able to Fill all three leadership roles, and a total of 9 individual contributors, 3 under each leader. • After assessing a 70% failure rate with the interview process and seeing a huge problem with candidate experience, I instituted a solution by customizing Greenhouse, educating hiring managers, and the interview team, including the CEO and COO. After 30 days of continuous data tracking, we discovered the problem, made enhancements, and experienced an increase of 80% in Candidate Experience and Net Promoter Score, while significantly shortening the interview timeline to 12 days for 27 days.

Public Company - Largest global publicly traded digital healthcare company. Held responsible for building, scaling, and managing the Talent Acquisition team from scratch through a 233% increase in the employee base, expansion from 5 to 17 countries, and revenue from $400 Million to $1.3 Billion. I challenged leaders and hiring managers to think about Talent Acquisition differently and to act as a thought partner. More importantly, I positioned my team for a seat at the table to positively impact hiring decisions.Selected Achievements: • As a hands-on leader, I personally hired and onboarded 50 new hires from Executive Team members to Chief Medical Officer, VP of Engineering to SVP of Product, and Growth Marketing to Sales. • With a strong, lean team of 12 recruiters, we were able to hire 650 new hires annually, not including 200-400 seasonal call center associates annually while building an employer brand that helped increase our followers by 500%.• Implemented data integrity across talent acquisition and created data metrics dashboards for three levels, Leadership team being one for metrics critical for business decisions and the overall health of the organization, hiring managers for metrics showing the health of the candidate pipelines, and KPIs to measure the success and direction of the Talent Acquisition team.• Understanding from the CEO and CFO that there was a problem with leadership succession, I created, presented, and implemented an MBA Rotational program. This was a 30-day project to hire 3 MBA candidates from the top business schools in the country. I personally sourced and hired 4 candidates (2 from The Wharton School, 1 from Harvard Business School, and 1 from the Chicago Booth School of Business)

Start-Up - Top-tier digital media, e-commerce, and lead generation personal finance platform.Hired to lead scale and centralize strategic Talent Acquisition for Bankrate, Inc., and its portfolio of companies (Bankrate.com, CreditCards.com, Thepointsguy.com, Wallabyfinancial.com, Loantek.com, Quizzle.com, and Caring.com). Incorporated all portfolio company's values, culture, and systems and created a diverse and inclusive Recruiting Life-Cycle roadmap. Created the Talent Acquisition team from scratch to operate in a lean environment across multiple fast-paced High-Growth companies. Very proud to say Bankrate, Inc. was bought by Red Ventures for $1.4 Billion mainly because of its people and talent.Selected Achievements: • My team and I hired 600 people across all portfolio companies in 2 years with many of those hires in Engineering (Tech, DevOps, and Data) as well as Marketing (SEO, Growth, Content) and Finance and GA (FP&A, Accounting, Legal, and HR)• Quickly developed and motivated the Talent Acquisition team to work outside of their comfort zone and take on projects that excited them and developed them, but they had never done before. I would give them guidance and help them along the way, but they took accountability and leadership and completed highly recognized projects like Onboarding and Orientation, Intern Program, Employee Referral Program, DE&I strategies, and Performance Based Hiring. • Continuous communication across all portfolio companies allowed me to build strong partnerships and relationships with all leaders and hiring managers. There were many different personalities and opinions, but by proving credible, setting expectations, and delivering when we agreed to deliver, the Talent Acquisition team was admired and set a tone for company communication across all Bankrate, Inc.

Responsible for building a 23-person team with an 8-person sourcing hub in Dallas, Texas, and the rest of the team on-site with me or remotely. I partnered very closely with the EVP of Engineering and Senior HR Leadership to understand the hiring goals. Then my partnership spanned across all the Engineering leadership in the U.S.A. as well as South Korea. Once the hiring plan was developed, I was responsible for delivery across SW Engineering, HW, UX/UI, Test Engineering, and Mobile Development. Selected Achievements: • Developed and executed a strategic roadmap of the recruiting process here in the U.S.A. while paying close attention to Samsung’s ethics and working overseas programs.• Hired 378 new technical hires at all levels in Bridgewater, NJ, Seattle Washington, Overland Park, Kansas, and Dallas, Texas. • Created a Senior-level technical rotational program for Technical Leaders to gain experience in the United States but also manage small teams. • Built and trained a new interview process for technical candidates in the US. That increased candidate interest by 25% and helped reduce interviews and time to fill from 61 days to 37 days.

Initially hired to manage recruiting for the Engineering division GCS then moved to Sales, then IT, the Manufacturing Supply Chain, and Logistics. I always had a large req load while I developed my specialty at Avaya. I was the go-to recruiting projects guy. Anytime there was a new group or project to hire for, I would lead the project. A project consisted of 20 or more hires in a defined amount of time. Selected Achievements: •Partnered with the COO and the Sr. HRBP and Built a brand-new growth transformation consulting arm within Avaya. This consisted of hiring 20 management consultants from the major consulting firms. •Partnered with the CIO to cut all contractors and restaff with 145 global permanent FTEs. Originally the CIO wanted to do it within 30-40 days, but I educated him on global hiring and new hire wait times in between projects, plus the no-show on the first day rate of about 27% at the time in some countries. I put a plan together in the US, Ireland, and India that we would complete the project in less the 90 days and we ended up completing it in 77 days •Remaining projects included building an Accounting/Controller Org., an Inside Sales team of 100 people, and technical sales teams. Hired 500 people in my years at Avaya