Partner with multiple organizations to provide comprehensive and integrated solutions to ensure the Human Resource function advances each client's unique market position and performance while increasing their sustainability and employee connection to strategy and culture. In every area and at every phase of work, the focus is on each client’s distinctive needs to create a clear line of sight for each employee as to their role, goals, and valued contribution. Experience with clients includes Culture Shifting, Change and Project Management, Assessment and Development of Leadership Effectiveness, HR Capability and Value Transformation, Assessment of Organization Structure and Proficiency, as well as the execution of Focused Training Solutions.

• For a major firearms manufacturer, led the Change Management strategy and execution for an enterprise-wide SAP implementation, from Project Prep and Blueprinting, through Post Go-Live Support. Strong focus on the development of the Team Structure and Operating Model, Change Leadership, Culture and Values Assessment, Organization Readiness and Measurement, Stakeholder Engagement, Communications, and Learning. • For a Fortune 100 $36.5B global technology and energy manufacturing organization, developed and led a comprehensive Change Management process for the design and implementation of a global Success Factors Learning Management System for a 142,000 employee population. Achieved maximum results with minimal disruption through rigorous Six Sigma project planning and execution throughout all Change Management work streams.• For a global consumer goods organization ($1.5B Revenue, 3,500 employees), implemented an HR Transformation Project, resulting in the development of new systems and processes in support of a “Center of Excellence” structure. Provided cross-functional team leadership on vision, strategy, stakeholder assessment, capability assessment, and training. • For a regional grocery chain, led an Organizational Change Management consulting team, successfully integrating the four components of Stakeholder Alignment, Communications, Learning, and Organization Readiness and Assessment. The project was implemented on time and within budget, requiring seamless collaboration with multiple consulting firms.• Driven by a new strategic business plan, developed and executed a comprehensive and aligned HR Strategy for a mid-size manufacturing organization. Demonstrated that careful planning and analysis of the people and organization of 2,000 employees is critical for the business to achieve its wider strategic and operational goals.

• Led OCM process for a global pharmaceutical company’s global Technology Services Outsourcing Program. Initial focus was on partnering with executive leadership on the development of OCM strategy, approach, and methodology for multiple, complex parallel Initiatives impacting the Global organization. Successfully developed and executed comprehensive and integrated project plans around the five critical OCM components, resulting in global stakeholder acceptance with minimal business disruption. The methodology and engagement process introduced for this Program established new value-at-stake OCM standards for future global projects.

For a global pharmaceutical company, drove "Getting Started with Executional Excellence, a change management effort, resulting in the creation of a shared way of working to build a high performance culture. Components included organization redesign, business-tailored facilitation, stakeholder communications, skill development, and staffing.For a global merger of two large, diverse tobacco companies developed a leadership assessment and cultural integration plan, including leadership alignment, talent assessment, and communications. Created and facilitated an Executive Summit, as well as multiple Leadership Translation sessions, converting the merger strategy into concrete business plans. Resulted in a successful and seamless implementation of day-one plans.

Directed America's HR function with staff of 40 professionals, including 15 union and non-union manufacturing facilities. As a partner on Board of Management, emphasized business partnering and staff development to deliver core business growth. Progressive practices were consistently adopted in global organization.

Successfully led integration of DPSU acquisition, resulting in the successful integration of two extremely divergent cultures. Transformed Human Resources organization, adopting new systems, practices and programs that drove business results.

Developed entirely new compensation and benefits packages, as well as HRIS systems, for Cadbury Schweppes Americas on time, within budget and in line with acquisition model.Restructured HR systems to better align with business strategies, resulting in strong business partnering with management and employees.

Developed and implemented HR Infrastructure. Led Human Resources for Corporate and Commercial Banking