Strategic HR leader for the company’s 3,000-member workforce. Led the buildout of talent development as a function. Interim head of Diversity, Equity, and Inclusion for one year. Represented HR on many company-wide initiatives and was frequently the HR leader speaking to all colleagues. A trusted resource for the CHRO in leading HR strategy and goal planning. One of the first two vice presidents in HR at Seagen.• Led Executive Succession Planning and development of materials for human capital management discussion with the Compensation Committee.• Strengthened Seagen’s talent management practices including performance management, talent review, and succession planning. Smoothly transitioned these processes from manual tools into SAP SuccessFactors. Achieved over 90% completion on the first performance reviews completed in the new system.• Co-led integration work with the through the Pfizer acquisition.• Advanced DEI efforts during an interim assignment. Repaired and strengthened relationships between employee resource network leaders and HR. Implemented DEI learning. Delivered the first ever Inclusion Week – a week of speakers and learning events focused on inclusion and belonging. Implemented the mechanism to support LGBTQ+ self-id to bring more visibility to this population.• Led Seagen Hybrid and return to office initiatives through an ever evolving and complex landscape. • Redesigned leadership development programs for people managers to elevate the importance and impact of people leaders. Established a consistent set of manager expectations• Launched the first employee engagement survey since 2019. Achieved a response rate of 97%• Facilitated strategic offsite meetings for executive leadership teams.• Represented HR at Executive Committee, All-Company Meetings, and other executive-level presentations.

Oversee a 60-member team dedicated to providing talent management and leadership development support to the company’s 80,000-member workforce - and focused on helping optimize every facet of T-Mobile’s employee lifecycle from initial talent acquisition to interviewing, candidate selection, onboarding, and succession planning. • Reinvented T-Mobile’s leadership development strategy, rethinking the program and using cohorts, microlearning, social learning networks, mentoring, and other blended learning elements to support the growth/development of 2500+ employees from frontline management to senior leadership• Launched the company’s first ever job rotation program to develop the next generation of VP-level talent, in addition to running the annual internship program• Implemented a new performance management process based on a conversation-based framework in order to create more positive, authentic, and constructive dialogue• Led the design and development of updated leadership competencies, using a strengths-based approach, to reflect the changing needs of the marketplace and define leadership needs for the future• Redesigned the company’s talent review and succession planning tools, streamlining them for greater efficiency and to bypass the limitations of the traditional “9-box” model; over 3,000 leaders at the senior manager level and above are reviewed on an annual basis using the new framework• Spearheaded the design of unconscious bias training for all T-Mobile employees to continue efforts to improve diversity, fairness, and equity in all hiring and promotional decisions• Expanded talent acquisition efforts to include Diversity and Military recruiting—hiring a team of specialized recruiters focused on identifying and attracting talent from these groups into T-Mobile• Led T-Mobile’s recruiting operations focused on candidate experience, interviewing, assessments, background checks, and relocation processes

Create and implement an enterprise strategy for talent and leadership development.

Transitioned into a senior-level consulting role with this energy infrastructure company, spearheading the design and implementation of new leadership development, career development, and employee engagement programs to maximize the productivity and engagement of the company’s 18,000K-member workforce.• Guided two business units through annual succession planning, teaching managers/leaders how to build bench charts and identify/develop high-potential talent throughout the company• Implemented an employee engagement survey and action planning process to promote diversity and corporate reputation management; achieved a 73% response rate on the company-wide survey

Recruited by this top global financial services firm to design/lead initiatives aimed at improving engagement, development, and retention among a diverse 100,000K-member employee base. Heavy focus on identifying high-potential talent and providing the leadership development needed for succession planning. • Facilitated quarterly talent reviews and succession planning discussions with the executive team to identify key vacancies, desired leadership competencies, and potential talent development solutions• Designed an innovative new career planning process deployed throughout one of the largest business units in North America; the new framework included a 360-degree assessment process, personalized career development planning for all high-potential leaders, and facilitation of classroom and WebEx management training to train leaders in Balanced Scorecard and MBO concepts

Initially hired in a Business Analyst capacity by this Montreal-based IT Services consultancy and rapidly promoted to principal consulting role overseeing a team of three consultants; areas of expertise included organizational development, change management, performance evaluation, and learning systems.• Designed, developed, and implemented corporate-wide change programs throughout North America, Europe and Australia to support the company’s global client base; gained deep expertise around performance management systems, coaching, and 360-degree feedback delivery