Rob Parrish Email and Phone Number

Principal, Independent Consultant (2016 – Present)Partner with technology, professional services, and non-profit firms to build emerging growth companies at an inflection point, where acquiring, engaging, and maximizing the potential of talent is critical to achieving business results.• Created learning architecture for C-Space, a global, consumer research marketing firm.• Partnered with the Chief People Officer for Noodle AI, a manufacturing data analytics firm, to build and implement competency and promotional matrices within the Data Science function. • Ideated and executed benefits / bonus structure strategy for Voom as it spun off from its parent company, Airbus.

Contracted by HR consultancy to spearhead the firm’s engagement for LG Display North America• Established LG Display North America’s competency development and promotional mapping tools, to customize the company’s global standards to the North American talent market.• Successfully developed construct and tools that created more clarity for North American team members around performance expectations and competencies.

Developed strategy and led operational direction of the talent function of global marketing communications agency that employs more than 700 people in nine global locations. Managed team of 11 professionals with three direct reports. • Developed strategic recruitment plan to attract top talent to support New York office as it invested in building a Health and Wellness practice. Supported nearly $2M in business growth in one year. • Re-engineered performance management process to shift business toward a more collaborative culture focused on coaching and people development. - Brought in third party coach to build management’s leadership and mentorship capabilities. Transitioned focus to performance and development (vs. evaluation). - Customized leadership curriculum, using DiSC behavioral model as the foundation for coaching strategy.• Navigated transition to village model, merging Arnold’s business locations with five sister entities. Collaborated with HR counterparts to align people operations and drive employee engagement within geographic offices.

Member of the 8-person Executive Team at leading provider of commerce, compensation enterprise and SaaS solutions. Supervised team of four, transforming talent programs and driving organizational change across four global offices.• Served as executive coach to leaders, building partnerships between functions and global offices. Increased overall collaboration, integration, and alignment with business strategy. • Built HR operations infrastructure and management tools, including compliance and country-specific employee handbooks, talent acquisition process, on-boarding, performance management, and compensation structures. • Member of acquisition team, working with the Board of Directors and leadership to restructure the firm and position it for sale to Ericsson.

Led human resources programs across digital marketing firm’s North American region. Drove organizational design, talent acquisition, compensation, performance management and development through multiple stages of business transformation. Oversaw HR staff of up to six individuals in four locations.• Increased quality and speed of development and improved profit margins by restructuring the firm to align roles and talent to a new core matrix consulting business model. • Created a bi-annual organizational review process and succession planning system aligned to global parent company model; identified gaps and conducted key role analysis, improving retention and building qualified talent to future leadership roles.• Created a flexible recruiting system capable of delivering qualified regular and temporary talent to achieve quarterly targets ranging from 20-40 hires while minimizing cost per hire. • Redesigned candidate experience, which increased the organization’s ability to assess skill and capabilities while offering applicants a transparent view of company culture. • Developed market-based base pay ranges and established tools/guidelines to decentralize salary decision-making while maintaining fiscal oversight and competitiveness.• Created and implemented an immersive employee induction program to support staff increases of 30 per quarter, improving stick ratio and reducing ramp up time.

Created and led global human resources services function (staff of 15 worldwide), including the rapid design and implementation of all systems and processes to support business growth strategies.