U.S. Corporate Strategic Development & Operational Effectiveness. Supporting the implementation of short and long-term strategic objectives, through strategic planning, project management, and operational effectiveness. Launch initiatives designed to reduce operational costs, and defects to ensure our processes are prepared to support future growth and external focus to drive the business forward. Established in 1981, Galderma is present in 100 countries and has approximately 5,000 employees. We are strengthening our stature as a high-performing, standalone company. We are reaching for greater innovation, diversity, environmental responsibility, and commercial performance to deliver an innovative portfolio of science-based, premium solutions.

HR Transformation & HRBP Provide strategic Human Capital advisor services to executive and senior management across US business units. • US Regional Lead – PMO for Global HR Transformation • Assessed, Recommended and Actioned Key Operational Efficiencies across three client groups • Talent Partner – advisor to talent team on attraction, development, and retention during high growth phase

HR Director responsible for leading the People Strategy for Eastern Region, which consists of ten distribution centers in Eastern and Southern United States. Direct leadership of ten HR Managers, covering 2500+ employees. HRBP to SVP, East Region. Strategic focus in HR transformation, effective change management, workforce planning, and HRBP development. Executive coach to senior divisional leaders responsible for P&L.

HR Transformation; HR Business Partnering; M&A on-site lead through divestment activity. HR Director for Downstream asset in San Francisco Bay Area. Senior business partner to refinery leadership team. Accountable for leading the people strategy through close partnership with COEs, HR Operations and proximate HR consultants. In 2020, Shell (RDS.A) divested this asset to PBF Energy (PBF) in a deal valued at $1B. At deal close, I transferred to PBF as the Head of HR for the refinery. I built, developed, and led an HR department for the following 12 months.

Global functions Country HR manager supporting Senior Finance leaders in Upstream and Downstream businesses. Lead HR for employee relations within finance function, deploying generalists as needed. Coach HR graduates on ways of working including sharpening diagnostic skills to deliver solutions for clients.

2016: Regional Business partner for the West, Midwest & Northeast United States; Nine states total. HR leadership for (600+) multidivisional employee population. One direct report in CA. Accountable for leading HR strategy across divisions to ensure consistency and successful implementation of acquisition led initiatives. Provide cross divisional HR Operational support and resolution of employee relations & compliance issues. Right size aftermarket operations in respective area due to market downturn. Accountable for driving clear people strategy through partnership with on-site HR manager in California. 2013-2016: Senior HR business partner for manufacturing facility (500+). Four direct reports, local.Member of senior plant management leadership team. Consultant to plant manager on strategic plant wide objectives. Successfully managed through divestment of product line. Trained and developed HR generalists for manager level positions. Quarterly development meetings led to increasing responsibilities and departmental stretch assignments for more high-level exposure. 2012: 8-month step out to competitor, Emerson Process Management HR business partner supporting valve automation operations leadership team. Two direct reports, on site. Established strong relationship with Operations manager to become go-to resource for employee relations and operations support. Supported managers on culture change initiative and emphasized importance of a positive working environment.

HR Business Partner Aberdeen (Expat) for Surface and Subsea departments in aftermarket manufacturing facility. Developmental role focused on: UK Labor Law contracts & Employee Relations, Grievances, Investigations and Disciplinary best practices. HR Generalist for manufacturing facility and five US land based aftermarket facilities. Worked as business partner alongside plant manager and regional aftermarket sales leads to ensure corporate and plant objectives were communicated and followed through at a divisional level.