12 Direct Reports | 3,000 North American Locations | 45,000 Employees | Global HR Integration LeadIn this role, I strategically manage design and deployment of programs impacting Airport Operations. As a Business Partner, I provide extensive metrics-driven guidance and strategic consulting to the President of the business unit, driving continued optimization and alignment across HR & People Strategy.I recently completed an extensive effort to integrate the Dollar Thrifty culture and systems into Hertz NA following the integration. In addition to leading top-tier consultants on risk assessment engagements, we created both a short-term and long-range integration and change management framework to bring 4,000 non-unionized employees into the existing Hertz organization. Highlights included rollout of an internationally benchmarked HR & People Strategy scorecard, and best-in-breed performance management/people development programs including Successor Ship, Ready Now Professionals, and Talent Review.

11 Direct Reports | C-Level Accountability | Enterprise HR Transformation | International Project TeamI had the opportunity to join this team at a critical point, and rapidly got up to speed on the complexities and challenges. Within a few months, my newly assembled team had built out new project schedules, milestones, and deliverables to implement global talent management onto Oracle.My role as a project lead encompassed presentations to work councils in every country that Hertz operates in, as well as establishment of a 15-person internal governance counsel to continually drive the project forward.The newly launched cloud-based talent management platform creates and enables synergies between business/HR strategy and leadership, and will be a critical component of Hertz's continued growth and expansion.

3,500 Employees | 11 Direct Reports | Nine State Region | HR Program DesignAs Hertz began to shift human resources leadership strategy from simply supporting the business into a true business partner model, I was one of five selected to launch the effort. I partnered extensively with business leaders in the Northeast on every aspect of program development and execution. In collaboration with other Centers of Excellence, we rolled out several key initiatives that were held up as best practice across talent & recruitment, performance management, and leadership development. We successfully managed culture and change on reductions in force, and established long-term goals and a people strategy roadmap in the region.

150 Union Contracts | 5,000 Employees | 170 Locations | 25% Process Reduction In this highly visible labor relations role, I spearheaded negotiations on over 150 union contracts nationwide. Challenged to both represent the fiduciary interests of the company and achieve common ground with labor unions, I achieved significant cost reductions through various tactics and givebacks.I also worked extensively on managing and optimizing the process, and instituted a policy shift that enabled our leadership to spend more time managing the business and less time at the bargaining table. My team crafted and deployed several mission-driven pro-employer campaigns that were timely, focused and effective.

In this unique hybrid role, I took on P&L Management as a branch manager while simultaneously overseeing the day-to-day HR operations of the New York Region.I have always believed in surrounding myself with top talent, and empowered a highly effective generalist to take the lead in the region. Within the branch, I successfully slashed overtime by 20%, increased profit margins by 10% and decentralized our shift bidding process. We also initiated other lean process improvements across the operation, and gradually changed the culture to be more engaged, positive, and service-oriented.

I managed annual negotiations of 50+ HMO contracts, and successfully held the medical run rate at or below trend costs. Promoted from Supervisor of Health & Welfare Plans in November 2001.

Front-line labor relations role, accountable for addressing and resolving concerns for the North American employee base, ~18,000 nationwide.

Fast-tracked management training, culminating in the human resources office of the publicly traded Fortune 500 hospitality corporation.