Supervise and direct 5 HR Business Partners in delivering people strategies to support 50,000 early-career, mid-career, and executive-level engineering talent. Serve as primary HRBP to Vice President of Enterprise Engineering, Strategy and Operations; advise on personnel issues, team culture, development, organizational development and HR events. Develop strategic workforce plans for both growth and reduction scenarios, incorporating D&I strategies to ensure a healthy, balanced workforce. Oversight of entry-level hiring, and engineering development rotation programs. Report directly to Director of HR, Enterprise Engineering. • Led integration of talent management processes including slate approvals & candidate selection process, talent visibility tool, diversity & inclusion metrics, and succession management processes. • Attained healthy core business result through active analysis and recommendations regarding staffing, average level grade, organization layers, management %, and executive %.• Established Vice President and Director roles within our Industry best Technical Fellowship Program• Drove successful execution of Engineering Accelerated Hiring Initiative, which hires and places 300 top talent interns and early-career engineers annually. Achieved 70% acceptance rate for full-time hires and 90% acceptance rate for interns.• Generated 500% hiring increase at external technical affiliation events.

Charged with driving all facets of Business Leadership Rotation Program (BLRP) and Leadership Development Excellence (LDE) program. Supervised 2 Employee Development Program Managers and 20+ front line leaders across finance, program management, and supplier management function. Managed strategic planning, program design, and result metrics reporting for both programs. Reported to Human Resources Senior Leader, Global Talent Solutions. • Managed successful hiring and onboarding of 10 new front line leaders annually for BLRP; grew program 30%, and delivered coaching, mentoring, career development, and placement. • Selected and onboarded 120 LDE program participants; communicated frequently with key executive companywide sponsors, reported on program progress, and mentored high-potential program participants.• Inducted new program graduates into Alumni Association, which comprises 1,000 companywide employees and provides opportunities for networking and socializing.

Reported directly to Director of Finance, 777 Program. Led an organization of over 25 finance professionals in providing financial guidance, insights, and quarterly forecasts to the 747/767/777 Engineering and Operations Organization. Served as primary business advisor to Vice President of 747/767/777 Engineering and 747 Director of Manufacturing through financial performance reports and monitoring of commitments and expenditures. Managed SOX documentation, controls, and audits.• Presented financial opportunities and risks to executive leadership including staffing efficiencies, OH spend reductions, airplane production rate reductions, and general budget targets based on trend analysis. • Drove Lean+ projects that reduced bottoms-up forecasting from 4 to 2 times per year and standardized and automated weekly cost charts across 777, 767, 747, and 737 programs.• Generated $5M+ in 747 unit cost reduction through improvements to airplane part shipping practices and overhauling budgets.

Led team of 12 Business Analysts in providing financial guidance and quarterly forecasts to the 777/767 Factory, Manufacturing Services, and Quality Organization.

Led team of 11 Business Analysts in providing financial guidance and quarterly forecasts to the 777/767 Engineering leadership team.

Played vital role in all phases of procurement contracting including supplier strategy development, financial analysis, and negotiation.

Managed $17M+ business unit including general merchandising, operations, and human resource functions; supervised 6 Department Managers and 60 employees.