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Lead strategic planning and support Teracloud ApS brands VMS Software Inc and 21 St Century Software Technologies to transform the 300-employee business into high growth markets including building the HR Function, implementing a digital HR technology strategy and roadmap, and designing a robust people strategy with a focus on culture, engagement, and Future of Work. Oversee: workforce planning, people analytics, compliance, IT, organizational & operating model design, and M&A. Provide talent strategies including C-suite hiring, executive compensation, CEO & ELT succession planning.

Led HR Business Partners, Talent Acquisition and Learning and Development in the US and Canada (1,400 employees through 12 direct reports) while managing a $12M budget. Provided strategic and operational direction while overseeing the organizational learning and development function for North America including employee development and training programs; succession planning; performance management practices; employee engagement; employee recognition; new employee on-boarding and other organizational effectiveness programs. Led Talent Acquisition professionals, streamlining operations, implementing first ATS, and enacting policies and programs that result in recruitment efficiencies. Implemented best-in-class performance management program in 2018, resulting in 95% participation rate for annual reviews in North America. Crafted a learning and development strategy, including a LMS system and road map for 2018, including 93 course offerings through eLearning, Webinar and face-to-face training. Designed an HRBP Facilitated Safety Training, decreasing annual OSHA recordable injuries by 53% YTD in 2018. Moved temporary labor to an MSP provider, reducing the cost per temporary hire by 5% ($750K). Led the HR integration for eight acquired companies into the Canadian market.

AppNeta is the Full Stack Application Performance Management (APM) technology leader, providing integrated performance visibility into the application code, through the network, to theend user.AppNeta’s SaaS solutions give Development, Application and IT Operations teams broad, detailedperformance data to see across their web, mobile and cloud-delivered application environmentsand pinpoint tough performance bottlenecks.With AppNeta, customers have all of the performance data they need to assure ongoing andexceptional delivery of business critical applications and end user experience.Serving as the HR Leader in one of the fastest growing industries, Application Performance Management. Responsible for leading all aspects of our people strategy efforts including, recruiting, compensation, benefits, performance management, professional and leadership development. Developing talent acquisition, retention and development programs for over 170 employees in 2 countries to support our hyper growth strategy. • Created a unique talent acquisition program and methodology, including the development of our employee brand. • Hired a social media savvy talent acquisition team responsible for recruiting and on-boarding over 70 employees to date.• Partner with CEO and executive team to create an environment in which our unique AppNeta culture focuses on the employee experience and contributes to both the growth and retention of talent and also our business success.• Implemented HR efforts from start-up mode to an established organization, through creating company policies/procedure to automation for HRIS and Applicant Tracking Systems.• Develop a comprehensive compensation and benefits program designed to motivate and reward exceptional performance.

A 1200 employee, privately held organization that provides a wide spectrum of enterprise infrastructure products.• Developed global SaaS solution for human capital management system; recruitment, on-boarding, performance management/goals, succession planning and compensation.• Employee Engagement: Implemented first engagement survey and design HR. communications resulting in 90% participation rate.• M&A: Responsible for HR due diligence, determining conditions and risks of the deal, compensation structures and presenting HR recommendations to executive leadership• OD: Drove 2 executive leadership organizational restructures and implemented global job levels throughout the organizations and compensation plans.• Talent Management: Created an emerging leader program to focus on management retention,executive coaching, employee development and retention of high potential employees.• Analytics: Developed HR analytics dashboards and executive level board presentations templates.• Diversity & Inclusion: implemented the Global Women’s Leadership Forum.

A 2500 employee organization provides middleware and infrastructure software worldwide.It offers its products in the areas of service-oriented architecture (SOA), business optimization, and business process management (BPM), annual revenue of 800 Million dollars. HR Leader supporting four global divisional Sr. Vice Presidents. • Responsible for supporting a 600 Million in revenue business across 4 divisions, with an employee population of 700.• Strategic Business Partner EVP and SVP senior executive mgmt. within worldwide sales along with their direct reports. • Designed and implemented a succession planning tool and strategy within US, Canada, and Mexico within Americas Sales Organization.• Project Leader for companywide initiative to redefine roles and competencies to create global synergies and career paths for all employees.• Lead organizational transition for key business stake holders post acquisitions through a series of meetings and 1:1 coaching sessions.• Partnered with EMEA and APJ HR Directors in implementing DataSynapse and Spotfire divisional go to market strategies.

A 40,000 employee organization delivers, and supports information infrastructure, security and virtual infrastructure technologies and solutions, annual revenue of 20 Billion dollars.HR Leader supporting the Chief Operation Officer, managing a team of 2 HR Business Partners and matrix managing 6 Global HR Business Partners to drive and implement key business strategies for functional lines of business supporting 450 employees.• Designed and implemented GlobeSmart and Cultural Values training for the Global Hosted SaaS Operations Team and Customer Support Engineering teams, having conducted a live training session in Israel.• Lead the Customer Support Engineering initiative to redefine roles and competencies to create global synergies and career paths for support engineers.• EMC Project leader for RSA’s 2010 Organization Talent Review, implementing new Success Factors Tool. • Participate on EMC HR transformation and HIPO workstreams. • Reviewed Americas Professional Service Business unit through DISC feedback instruments, using the culture team reports teaching the correlation of how to impact and influence within the team and external clients.• Conducted Start, Stop, Continue workshops for selected Pre-Sales Engineering and Professional Services Department teams to assist with 2009 go to Market Strategies.* Designed, implemented and analyzed Zoomerrang survey to address employee retention issues within Professional Services. Implemented an employee task force to develop solutions from themes of the survey results.• Facilitated a global clean-up for Pre-Sales Engineers, Sales and Professional Services to map roles and families to like positions for business continuity.• Co-facilitated global compensation surveys for Pre-Sales, Professional Services, and Sales; recommended to leadership 3 year action plan for employees less than the 75th percentile to market value.

A 7400 employee organization operates as a diversified media company in the United States. It operates in two segments, News Media and About Group, annual revenue of 2 Billion dollars.Managed all Organizational Design projects within the Boston Globe Media group; initiatives included Project Leader for Business Process Operations off shoring to Infosys, WTG and Globe Direct plant consolidation. • Conducted and assessed talent retention for 200 employees through tailored workshops. Results were used to build on organization optimization and employee retention. • Reviewed Advertising Sales Force through DISC feedback instruments, using the culture team reports and correlation of how to impact and influence external clients.• Project Lead representing BGM on enterprise initiative for Sales Capabilities focusing on the future success of NY Times Companies’ growth. • Conducted research surveys of both sales representatives and support staff; improved sales times and productivity by 8-hours per week using Six Sigma methodology.• Coached and managed Executive Directors through the 360 degree feedback program.• Provided client support to 300 sales and advertising employees in both union and non-union environments.• Effectively managed a team of two HR Generalists.

A 30,000 employee organization operates as a health service organization, annual revenue of 20 Billion dollars.Assistant Director Human Resources, Northeast Region/Midwest • Managed Provider Data Management off shoring initiative to Accenture, coordinated knowledge transfer and training program for employees based in Manila.• Realigned the divisional organization structure by reducing employee headcount and thereby, significantly improved operating efficiency and yielding over 5.2 million dollars in savings.• Created new roles/functions, job descriptions and annual performance objectives for the Six Sigma Provider Services Change Management Governance Team enterprise initiative.• Developed a consistent framework for building internal/external pipeline and succession plans for key positions as Project Manager for Core Medical Succession/Pipeline process. • Implemented organizational redesign of the Sales group resulting in $500,000 in salary savings.• Delivered New Manager Assimilation Program resulting in reduced time for managers to effectively lead their new teams.• Created biannual succession plans and maintained market level pipeline candidates to preserve and grow company leadership strength.