Overall responsibility for the leadership and delivery of Human Resource strategies for the United Healthcare Operations Organization with a team consisting of 25 Human Capital Partners who support ~32,000 call, claim, quality & core services employees nationwide and in IndiaCore areas of focus include the leadership and strategic organizational and talent priorities for UHC Operations Human Capital function, partnership with leadership to develop strategies to build the C-Suite Executive Succession for UHC Operations and the creation of a Leadership Development framework for Operations that will prepare key talent for growth at all levels. Provided vision and leadership for talent acquisition strategy, diversity and inclusion , human capital redesign, and talent analytics metrics.

• As part of the Growth Office Sr. Leadership team, provide innovative, strategic contributions to the development and setting of the human capital strategy for the Optum Growth Office organization consisting of over 2500 high performing sales, solutioning and account management professionals• Develop plans to meet the organization vision and roadmap to implement and drive business initiatives. Lead the transformation effort to bring the Growth Office together and build organizational competencies• Provide strategic direction and partnership with business leadership to ready the workforce for change and support integration• Create processes and experiences to grow the capacity of the organizations key people resources, including key talent identification, planning, development and recruitment

• Formulate and implement the HR strategy for this newly formed multi-site JV and align it with the business mission and goals• Accountable for all HR functions such as employee relations, communication, talent management, performance management, executive compensation, benefits and organization development• Provide proactive advice and support of the Company’s overall business goals and initiatives to the President, CEO and Board of Director members – regular participant in all BOD meetings• Manage, elevate and expand the HR capability to drive continued aggressive growth and foster strong committed recruitment strategies for senior executives(team of 5 direct reports)• Drive culture assimilation as the JV emerges as ONE organization• Align and restructure Executive and Sales commission plans to ensure the right behaviors are incentivized and awards are measured by ROI standards• Shift compensation culture from broad based to meritocracy performance based differentiation (significant culture shift)• Ensure leadership succession implemented, cultivated and maintained• Led cost reduction procedures for benefit/consulting vendor management

Support CEO and Sr. Executives of the Bank with over $20B in assets and YTD Q3 NI of $528MMOrganizational strengthening - in partnership with the CEO, built bank infrastructure from ground up including the core leadership team - Additionally, designed and built key regulatory functions - IT, Internal Control, Compliance and Enterprise Risk Management

Sales Finance is a free standing P&L that manages more than $10B in assets.

Support VP Underwriting, VP Marketing and collective client groups in an HR Generalist capacityRealigned and upgraded Salesforce Effectiveness organization to better meet the needs of their client - SalesRestructured Sales Leadership team for optimal growth capacity - de-layered, smaller Regions and Districts to stimulate growthIn the process of simplifying a very complex sales compensation structureLed Campus Recruiting effort resulting in 12 Group Reps in training, 3 Group Underwriters in training and 5 Group Sales Associates in trainingMember of Genworth IPO HR Practices transition team to make decisions on which GE practices to continue to use/modify Global Compensation, Leadership Development, Employer of Choice; Led Global Salary Planning process for entire GEIS businesses (40,000 employees, 10 countries). First in GE to establish process for India. Trained all managers in China and Mexico on use of salary planning tool and parameters.Led Expatriate process for GEIS from approval through repatriation.Built a process to develop leadership skills to promote best bet GEIS leadersLed Diversity/Employer of Choice initiatives for GEIS (established diversity council) to increase awareness and opportunityFor training purposes, identified leadership skill needs, established action plans and delivered appropriate training tools and methods to build expertiseLed CEO Survey Team to get the voice of our employees, measure morale & create action plans to improve year over year resultsSenior level slate creation/succession planning to fill our Executive Band level roles with EB best bet populationCreated GEIS leadership and professional skills training strategy - created cross business teams to communicate and develop strategies across entire GE Industrial Systems business globally. Led recruiting efforts to increase diversity in organization - NBMBA, AAF, NHMBA, APAF, GEWN

Responsible for Five Regions(Commercial & Industrial, ATS Sales/Engineering Services, Transmission & Dist. markets) while also running an entry-level training program entitled START. Sales Track Accelerated Regional Training Program.

Support SVP Profit Management and the VP of Business Technology Solutions and their collective client groups in an HR Generalist capacity (approx. 750 employees 28 VP/AVP's )Designed and rolled out 3 year Diversity plan for entire Group Benefits Division with a goal to not only change the face of the organization but to educate on inclusive behaviorsDesigned and rolled out Front-Line Manager Training Program for IT Leaders with a goal to upgrade skill and talent and provide succession Regarded as strategic member of HR team (sought out for ideas from other depts. as well as own)Led Underwriting team in the re-design of their organization structure and career path identificationLed Profit Management team (Actuarial) in the design of their vision/mission and helped them translate this to the business (helped upgrade negative unresponsive reputation)Upgraded talent management process for clients by adapting the GE Session C method to streamline thought processes and better identify top and bottom talent and succession plans (instituted tracking mechanisms)Assisted in the development of a quarterly pulse survey to identify areas of low morale due to significant change. Increased primary area of concern (Openness and Trust) by 15 percentage points in client groups. (5-7 points was expected)