Key member of the Executive Leadership team for the largest children's apparel design, manufacturing, import, marketing & distribution company with 1100+ employees worldwide. Joined leadership team to support the development and growth goals in anticipation of future sale. Gross company sales at hire approximately $200 million grew to $1 billion post acquisition integrations in 3 years.Led HR due diligence for four competitor acquisitions and integrations in New York and Chicago, with over $400M in gross sales volume and 450+ employees. Grew retail outlet stores from 6 to 50 stores nationwide.Guide and implement rapid staff adjustments to meet market fluctuations and changes in brand business volume.Improved employee health insurance programs to minimize time out of work and reduce frustration of insurance network restrictions by redesigning plan options. Reduced 401K vendor mutual fee charges from industry average of over 2% of fund return to an average of 1.75%. Reduced insurance broker fees from industry average of 6% to 2% on all lines of coverage, reducing company broker costs by 2/3, saving $500,000 per year.Continuously re-evaluate position descriptions to ensure market competitiveness for employee compensation to strengthen recruitment and to uncover redundant/non-relevant positions reducing unnecessary payroll overhead. Collaborate with supervisory management to create a constant two-way dialogue with support staff, significantly improving employee engagement, measured by a reduction in voluntary terminations from 25/30% in 2003 to under 10% by 2005 and going forward, saving approximately $10M over 5 years in unnecessary turnover costs.

Built the HR Function of 4 HR Managers (recruitment, benefits, compensation and HRIS) and 5 international office generalists into a credible business resource and trusted partner to the management team focused on developing and sustaining high performing teams throughout the global workforce. Managed the selection, engagement and retention of top level talent and the competitive positioning of the organization for impending sale within a 5 year timeframe. Company was successfully sold to Phillips Van Heusen in 2003.Partnered with divisional management to restructure/redesign staffing needs to achieve its aggressive growth goals. At engagement company sales were approximately $350M, increasing to $600M post re-acquiring major "licensing" business and further growing to $850M through the creation of international retail stores.Influenced executive leadership to retain Psychological Associates, a Leadership evaluation and performance management consulting firm, investing in and advancing the company's leadership capabilities and effectiveness. Defined attributes for success and integrated into all facets of talent management and performance management to build and sustain a talent pipeline for the future.

Privately founded in the mid-1930's as a Human Resources Consulting Company based out of NY that grew nationally since its founding. Acquired by The Sibson Company in 2004/5. Provided consulting services to assist major corporations in the design, development and delivery of human resource programs, services, policies and procedures. Clients: Champion Paper Manufacturing, UCLA, UPS, State of Louisiana as well as various mid-size entrepreneurial companies throughout the U.S. Projects included:Conducted studies and developed resolution recommendations for staffing and retention issues.Analyzed and designed/redesigned HR policies and procedures; internal processes; and HR delivery services.Guided and supported clients with outsourcing vendor selection of 401(k) plans; HR organization development, planning, and implementation; and Payroll, HRIS and outplacement RFP's.

Managed the planning and administration of Corporate HR, Compensation, Benefits, and HRIS programs to meet the growth of the employee base from 800 to 4000 in 3 years that included site selection for new building location.

Supported major expansion efforts of retail branch banking into 42 additional states. Initial duties dealt heavily in employee benefit and compensation plan design and administration. Later gained more generalist exposure in areas of recruitment, employee relations and training. Company was ultimately acquired by a larger financial organization.