PROCEPT is transforming patient care by pioneering surgical robotics in urology. As the VP of Talent, my team is responsible for the entire employee journey from acquisition to becoming an alumnus. We focus on innovating in all recruitment areas for scale, candidate experience, employee growth, culture, employee development, and people operations. I am data-driven and seek analytics that inspires change and growth. We grew the organization from 180 to 650 people in two years.I built the talent team and drove innovations in Talent Management, Leadership Development, and Performance Development. We also implemented policies and procedures to focus on the scale of all organizational outcomes.

Appen is a global leader in the development of high-quality, human annotated datasets for machine learning and artificial intelligence. With over 20 years of experience, expertise in more than 180 languages, and access to a worldwide crowd of over 1,600,000 people, Appen partners with global companies to enhance their machine learning-based products. My Responsibilities in this journey include: Crowd Recruitment Crowd Care, Communications, Experiences, Activity and Engagement. Global Impact Sourcing, Diversity and Inclusion.Corporate Recruiting, Employment Branding and Talent Planning.I directed a team of approximately 130 people with the unique opportunity of being able to bring traditional and non-traditional digital work tasks to the world. These tasks are converted into data that allow Appen's customers to train their systems and products with confidence. We grew the Digital workforce to well over 1.6 million from a base of 500K in just a year. We used analytics to drive change in data set delivery and the world of Digital workers globally.

The Global Leadership Society is a full-service Talent Management Company. Direct daily operations of a company dedicated to assisting businesses and companies achieve their growth goals by thoroughly understanding, planning, and executing talent resource strategy aligned with a client’s objectives. Identify client needs and create appropriate HR resource solutions. Lead team in delivering multiple services, including talent acquisition/development, change management, organizational design, and cultural maintenance experiences. Implemented plans to enhance client organizations, focusing on executive searches, innovative hiring strategies, industry-recognized employment branding, values delivery, culture creation and maintenance, talent management technologies, transformational organization changes, and employee and leadership growth initiatives.

Savelings is the first implementation of our Geofencing and location-based marketing platform. We built the platform into a gaming format to make saving money more fun for users and increase user activity. Large brand corporations and small business merchants can impact localized customer's behavior. Driving customers directly into their business locations or online. Think of "Just In Time" marketing where and when your customers are near you. The App is available on Google and Apple platforms.FormationNow.com was new to a business platform company. Built from a tested idea to a customer reality. We practiced rapid iteration to prototype a small business service platform. We bundled quick start business needs with formal business filings. Focused design principles on "easy to use for all" and “use yourself value.”

I had the opportunity to run all of Intuit’s Talent services and products. The role included; Leadership and Learning Development services and products. Coupled with M&A Integration products, tools and execution. For me, this was a chance to help the executive leadership team identify what resources were needed to transform and grow the entire enterprise. The guiding principles for this program focused on product transition from desktop to connected services and from product upgrades to disruptive innovation. Some keys to success include:• Identification of predictable data was paramount in innovating and decision making.• Innovations in process delivery and simplification around, "How can I be better at what I do?" and "what's next for me?" drove significant employee engagement well over 80% (80% being considered world-class) and having bottom line sales and customer satisfaction impacts.• An Authentic Values process was created to become the compass for decision making and allowed for authentic delegation and innovation processes. Desired behaviors were driven and modeled by the SR Executive Team, measured and valued by all.• Drove education, products, and process around the acquisition of talent focused on future needs and not current or past.• The success of the Talent and Learning products internally prompted the Intuit BOD to request that I look into external monetization strategies and test what could be used to help our small business customers succeed in growing their businesses.During this time Internal Employee desired movement grew 50%, and shareholder value increased from approximately $21 to over $70 per share. Intuit continues to be a leader in the financial applications space.

My role at Intuit at this stage in the company transformation was to ensure we had the products, tools, and services to provide the resources where and when they were needed to drive sustainable growth. The Talent resource strategy was not just acquisition of people, but ideas, technology, patents, channels of distribution and new business ideas. The opportunity was to be involved in the strategic business planning process. The team needed to design and create products and services for Business/Workforce Strategies, Resource availability assessments, Talent heat maps, Talent growth plans and time to successful predictions, as well as Integration assessments and innovations in Talent data gathering. The team of approximately 150 people innovated in areas of Employment Branding, Social networking, and crowdsourcing. Collaboration tools and Global multi-skilled direct sourcing strategies were developed to increase the time to hire, but not lose the quality of the candidate. Organizational Change Leadership measurements tools were created and delivered. With an attraction need of approximately 3500 people, a year and a business focused on a transformation from desktop/web-based products to SaaS with Mobile and clear path platform usage. The challenge was more about Strategic Talent planning and change management.

PureCarbon was an early-to-market data aggregation company. The product "Job Planet" won awards as the "The Best New HR Product" By HR Magazine, and it was targeted to help companies and candidates move candidate information with ease. We grew the company to several hundred customers, hired over 100 employees, and raised more than $7million in venture funding. Customers included Starbucks, City Group, Home Depot, Travelers and Cisco, to name a few. I had the opportunity to work with each of these companies on their talent strategies. The company sold in 2003 as a consolidation play.This opportunity proved to be a fantastic education for me in innovation development, new-to-world idea generation, customer-back development strategies, and user design. It was also my introduction to true data integration and customer insights.  We grew the company in population to over 150 employees.  Product “Jobplanet” won awards as the "the best new HR product" By HR MagazineThe Company sold in 2003 as a consolidation play with 6 figure Jobs and Icarian. I had a 22-month non-compete clause in the deal. Later contracted with several of PureCarbon’s large customers to help them with their talent and growth needs. Consulting included: Apple, Home Depot, Starbucks, Citi Group to name a few.

Upon joining Cisco, I was met with two classic staffing challenges 1) No one knew who Cisco was! 2) Growth projections were off the chart. I put HR Talent planning products and services in place. Built the team from 30 to 300 and grew Cisco population from 4,500 to over 30,000 over four years. I directed the leadership team on resource planning, and predictive Talent needs identification. A new to industry talent branding strategy was created and executed innovating in the areas of employee referrals, crowdsourcing and online predictive assessments (Cisco Friends Campaign). We embraced and drove the explosion of online recruiting and innovated in areas of behavior assessment methodologies, candidate web usage, web-based behavior tracking, time to hire, and lost revenue opportunity measures. Cisco's business growth at that time is well documented!