Reporting to the Global Director of Talent and Organizational Effectiveness, led enterprise-wide Leadership and Talent Development programs in collaboration with senior executives and HR business partners to design and implement global Learning and Development strategies. Focused on developing scalable talent solutions aligned with organizational goals and driving the global employee learning and leadership development vision.• Spearheaded the development and implementation of the inaugural global Learning and Development (COE) Strategy for Vertex. Conducted organization-wide data-driven needs assessment, established a Learning and Development Governance team, and expanded a functional Learning Partner network to enhance the learning experience for all colleagues.• Collaborated with vendor Center for Creative Leadership to design, develop, and launch the first-ever leadership development program, tailored for all levels of leadership from individual contributors to executive staff.• Led the migration of performance management process from Oracle to Workday performance (goal setting, quarterly touchpoints, new rating scale implementation, year-end evaluations, and calibration). This included all learning and support in the form of the Employee and Manager Performance Management Playbook, open office hours and monthly leadership communication.

A global leadership role focused on administering, coordinating, reporting, and leveraging the full functionality of TD SYYNEX talent management systems (Workday). Global support includes, but is not limited to, training and development, performance management, talent profiles, succession planning, and global recognition. Leads a global team of several co-workers.

In my role as Global Learning and Organizational Development Practitioner, I strategically set the business direction focused on global learning organizational development programs. I direct and oversee training staff as well as conduct tactical planning, defining action plans, and implementing strategies to meet training goals. I partner with cross-functional leadership to design training solutions, mitigate business risks, and improve service levels.Some key achievements in this role included:• Launched the Project Leadership Academy in October 2021 training 240 participants (to date) and helping to build a global Project Leadership Capability focused on waterfall and agile project management methodology.• Designed, implemented, and facilitated the innovative and scalable Achieving Performance Excellence (APEX) leadership development program, reaching over 3,000 leaders worldwide from individual contributors to executive vice presidents.• Championed continuous leadership training by creating the Leadership in Action learning series: a mixed media, experiential social learning program. The program has 54 contributing leaders reinforcing Tech Data Leadership Behaviors to over 1,500 participants.• Spearheaded the enterprise-wide implementation of the Global Change Management COE. Establishing the governance, tools, methodologies, skills, and knowledge to embed change management competency in the organization in support of large-scale transformation.

Global leadership role responsible for creating, implementing and improving upon all aspects of talent development. Key accomplishments included: • Designed and implemented annual talent review and succession planning process incorporating individual development, coaching, succession planning across U.S., Canada, Europe and Asia pacific. • Cornerstone, Talent Management System Implementation – Led the successful migration of all talent management processes to the Cornerstone talent management system resulting in 87% user adoption in the first year.

Senior, functional management role, responsible for all global training and development. • Led a global team to expand and enhance the scope and design of multinational, multilevel leadership development program, in support of operational excellence, reaching 400 leaders in U.S. Europe and Asia. • Partnered with internal subject matter experts and external vendor/consultants to design and deliver global, operational excellence training/certification program. • Developed functional skills training curricula for sales, customer service, and new hire orientation utilizing web-based e-learning, live and virtual instructor-led training and one to one peer coaching.

As Corporate Manager, I established and managed the entire organization's training and development program supporting corporate HQ and 9 production facilities in the US, Canada, and Mexico.

Oversaw and directed the division’s global training and development operations that consisted of 28 business units and 2,300 employees in four countries. Established and refined processes and procedures by way of collaborating with senior leaders and cross-functional teams to improve operational efficiencies and maximize learning opportunities.• Initiated the company’s first leadership development program reaching over 450 managers providing in-depth learning opportunities by setting measurable goals and transforming managers into effective and impactful leaders.• Designed and implemented leadership initiatives via 360 leadership and personality assessments, creating individual and group career service plans to help staff transition into more fulfilling and rewarding roles.• Introduced and facilitated a lean manufacturing training program that included a certification process utilizing multiple training methods (live, virtual, instructor-led, and blended). The successful program was adopted by seven sister business units across the division.

Set the strategy and direction for the business unit training and development function including two remote facilities with 250+ employees. Provided focus, structure, and operational capabilities as well as liaised with key stakeholders, responded to shifting priorities, and seized improvement opportunities. • Partnered with cross-functional leaders, subject matter experts, and a local community college to create a three tiered, skills-based, pay-for-performance program for manufacturing, shop-floor population.• Drove quality improvement efforts by way of developing a training and development program in support of lean implantation methods.• Collaborated with internal stakeholders to create job-specific training curricula for cross-functional teams: customer service, field sales technicians, and sales associates.