Reported to the CEO for a $1.5B, 18,000-employee, distributed food service organization built through 22 acquisitions. • Successfully worked with 2 different CEOs during my tenure; partnered with the 2nd CEO to transition the Executive team and lead the effort to structure and align all acquisitions along client facing industries.• Introduced a data, analytics and metrics-based review platform to measure progress, set priorities and align HR outcomes to financial and operational performance. • Repurposed and restructured the legacy acquisition HR staff to become true business partners aligned to support talent management, operational efficiencies, organic growth and acquisition integration. • Standardized and centralized multiple previously non-integrated platforms including talent acquisition, talent management, HR systems, health & welfare benefits and retirement programs saving over $1M in year 1.• Introduced a practical Talent Review practice that partners the HR team with Business Unit Presidents to assess their operational talent to develop efficient, effective, growth focused and client centric organizational structures.• Aligned short term incentive platforms to drive profitability, client retention and client satisfaction. • Introduced tools, resources, training, reporting, analytics and accountability to facilitate increased applicant flow and efficient hiring practices for field-based service worker recruitment and onboarding.

Reported to the CEO and led HR for a $1B, 2,400 employee publicly traded (CCRN) healthcare staffing company. Partnered with CEO and Executive Team to design and implement an effective and efficient corporate support structure while integrating a major, strategic acquisition. Partnered with the BOD Compensation Committee and Executive Compensation consultant to create and deliver effective and compliant Executive Reward programs.  Standardized and centralized multiple previously non-integrated platforms including HR systems, pay cycles, time off, time & attendance, commission plans, merit and performance management protocols. Redesigned and standardized the STI and LTI programs to align with the business growth and profit strategies. Rationalized HR vendors and Health Insurance programs saving over $3M in 2 years. Saved over $800K/yr. by insourcing the Talent Acquisition function. Introduced a Talent Management strategy including annual Management Talent Reviews, Succession Planning, New Leader Assimilation, targeted development plans and cross-functional action learning projects. • Executive sponsor for a $45M managed services client and contract. Revised service delivery model resulting in increased client satisfaction and account profitability.

Hired to assemble and lead a Corporate HR team to support multiple divisions. Responsible for creation and execution of talent management and reward strategies to support five unique business units globally totaling 23,000 employees at 400 locations in 30 countries. Also provided full HR Business Partner support to 600 corporate employees. • Aligned compensation strategies with business transformation initiative to drive and reward enterprise success.• Consolidated disparate HR support teams into a Shared Service model improving delivery and saving over $2M. • Instituted financial rigor in benefit/support areas to achieve over $13M in annual saves and cost avoidance.• Facilitated HR systems rationalization effort resulting in decision to implement “Workday” platform globally.• Designed creative, cost-effective benefit solutions to address regulatory and labor issues for part-time employees.

Reported to the Division President and led the HR team for this $1.8B, 15,000 employee, 1100 site division.

Reported to Division President and led HR Team for $500M, 5000 employee, 500 site division.

Worked with Principal to refine initial concept of a turnkey employee benefit program for Ford Motor Company's 4000 independent car dealers. Built strategy and business plan to secure funding. Built and lead a team to design, market, sell and operate program; full P&L accountability.

Reported to CEO for this $300M, 3500 employee, 120 site Telecom Services Company built by 10 acquisitions. IPO on NASDAQ 8/00; filed Chapter 11 in 10/01.

Reported to CEO for this $2.2 B, 13,000 employee, 160 site, Waste Management Company built by 200 acquisitions. IPO NYSE 7/98; Spin Off from AutoNation 5/99.