Leading the HR function for ClearPeople Ltd, a dynamic and growing tech company in London. Areas of focus include the full employee lifecycle, workforce planning, employee engagement and retention, employee relations and risk management, learning & develop and more.

 Advised senior business leaders of a 1,700-person/$500M business unit on all aspects related to Talent, with the support of a broad team of Talent professionals, centers of excellence and shared services teams  Partnered with the finance, resource management, recruiting and learning teams to ensure the business had the skills and resources needed to meet and exceed financial expectations and deliver on its strategy Identified trends and issues related to the practice’s ability to attract, develop and retain the right skillsets, and devised and implemented strategies and programs to address these challenges (e.g. new tools and processes to accelerate new hire staffing and engagement, in conjunction with the Learning and Onboarding teams) Led a range of talent processes within the business unit, including: Performance Management, Compensation, Separations, Employee Relations and Risk Management, Global Mobility & Immigration and Coaching and Counseling Oversaw the Performance Management and Global Mobility & Immigration processes across multiple business units, ensuring consistency in process and policy, and educating peers on technical details Led Talent function for a new delivery center as it grew from 0 to 100 staff in 12 months; reviewed and revised policies and processes for a new career model with a different set of financial levers and expectations Redefined an existing career model to improve utilization of practitioners with specialised skillsets, improve employee engagement and create more development opportunities; developed and rolled out thorough communication plan, which was then adopted for the entire US Consulting organization Counseled individual consultants, managers and Partners/Directors on performance management, risk management, leadership development, Firm policies and more

 HR Manager for Audit, Tax and Enabling Areas staff for Deloitte Kuwait (a member firm of approximately 160 people of 17 different nationalities), reporting to the Country Managing Partner Responsible for all HR functions, including compensation and benefits analysis, headcount planning and recruitment, performance management, new hire onboarding, staff development and employee relations Conducted merger due diligence and led merger integration activities, including salary and benefits analysis, staff leveling, policy comparison and cost assessment, employee contract review and orientation

HR Manager, focusing on international recruiting, performance management, internal and international mobility, recruiting management systems, and more. Conducted research and advisory projects within the HR team, which supported a firm of 2,700 people Researched global best practices and presented recommendations regarding performance standards, employee mobility, recruiting systems, accelerated promotions and the use of a Director level Represented the Taiwan Deloitte firm on global Deloitte teams and initiatives Created and led an overseas recruiting program targeting Taiwanese students at US universities; increased average number of foreign-educated Taiwanese recruits from 2 to 13 per year  Coached inbound and outbound international mobility program participants Founded firm’s English club (150 members) and led weekly communications and monthly events

 Led integration of support teams reporting to the service area leader, including finance, resource management, HR, recruiting, marketing, analyst relations, learning and knowledge management Built detailed annual financial planning model ($400 million revenue, $650 million sales) from scratch and analyzed performance vs. plan to present to leadership; model later rolled out across Deloitte Consulting  Facilitated the performance management process for approximately 200 Partners and Directors, including goal-setting, communications, metrics reporting and year-end appraisals  Drafted service area leaders’ internal communications and presentations Led initiatives to improve operational performance by increasing utilization and billable hours by reducing contractors, accelerating the recruitment process and improving hiring forecasts

 Utilized Cyveillance proprietary technology to address the strategic and tactical issues facing clients Supported sales process by researching prospective clients, analyzing their online presence and developing business cases for Cyveillance services

 Served public sector clients at both Federal and State levels to assess and improve employee satisfaction, develop new sales strategies and sale force management tools and to improve knowledge management systems and processes