• Culture steward; designed/facilitated multiple avenues to explore and define company culture to ultimately accelerate company success; embedded it within multiple processes and company communication• Led the organization design and workforce plan – gated to company milestones - and ensuring talent acquisition of 45 people in 9 months• Built HR processes to quickly assimilate and launch new employees at every level• Executive confidant and coach during stressful and complex situations.

Top HR Leader (4000 employees in 25 sites); Member of Global HR Leadership Team• Reduced business risks due to significant talent issues: Launched a new staffing model and employer brand, redesigned talent management processes for stronger focus on pivotal roles, successor identification and development, and implemented talent analytics for better decisions• Completed multiple due diligence and assimilation projects • Improved HR impact and productivity: Designed and executed an HR transformation, including restructuring, harmonization across business units and manufacturing sites, implementation of a Service Center, and creating a Labor Relations center of expertise• Drove executive ownership of talent management through sponsorship of cross-business unit career moves, action learning projects, and leadership development programs focused on innovation leadership.

Vice President, Human Resources - Global Research and DevelopmentTop HR Leader for global R&D function (6000 employees) Member of R&D Executive Team• Created a more effective global research organization by partnering with the top executive to restructure, shift resources, and drive performance through changes to executive compensation and performance expectations. • Established an aggressive and comprehensive global HR agenda after engaging senior leaders in defining key organization capabilities and then translating them into workforce actions and deliverables• Upgraded the HR function through changes to structure, processes, performance standards, and communicationAssistant Vice President, Human Resources - Global Manufacturing HR Leader for global Quality function (3000 employees in 16 countries.) Member of the Function Executive Team. • Reduced risks and improved business performance via a comprehensive approach to global talent, engaging the senior team to own and drive Talent Management as a key strategic priority, designing and implementing an assessment center for high potentials in key roles• Aligned HR processes across Europe, Asia, and Latin America for the Quality function and created the first Global Quality HR ForumSenior Director, Human Resources - Pharmaceutical Business Unit HR Leader for the Global Marketing brand teams• Maximized the impact of HR through a focused agenda, personal influence, and leveraging HR specialists • Improved competitive advantage by redefining performance standards and restructuring. Created and used an innovative process to select talent for the new structure. • Drove greater impact of the Talent Review process for Sales and Marketing by streamlining the tools and defining consistent definitions and metrics. Trained the Sales and Marketing HR team to use the process.• Nominated and sponsored by Wyeth for a one-year Executive Master’s Program in HR Strategy

Senior Director, HR, Leadership and Organization Development (2002 – 2005)Promoted to build a new and integrated function across six businesses. Direct report to the top HR executive.• Designed the processes/tools for succession planning, leadership development, and performance management • Raised the performance and exposure of top talent through action learning programs and mentoring. Designed cost-effective approaches to executive coaching, leader feedback, climate surveys, and new leader assimilation. • Member of the HR Transformation team, chartered to improve impact and quality in every aspect of HR • Improved business outcomes by working with the President to redefine strategy and engage leaders in change

SMS was a software and IT company (clinical and financial systems for healthcare.) Acquired by the medical device division of Siemens.Director, Human Resources (1996 – 2002)Provided HR Leadership to 12 HR Generalists responsible for a Division of 6000 employees across 40 sites. • Delivered comprehensive solutions to address critical business issues, including restructuring and downsizing • Managed five acquisitions; due diligence assessments, workforce transitions, and employee communications • Rolled out a new Compensation strategy to standardize titles and short- term and long-term incentive pay • Implemented employee relations metrics and tracking• Designed and implemented the first workforce planning process for the divisionManager, Human Resources, Leadership and Organization Development (1991 – 1996)Led the Leadership and Organization Development team for the entire company of 6000 employeesTrainer, Management Development, Human Resources (1987 – 1991)Designed and delivered management training programs to all levels in the organization on various topics.