As Chief Human Resources Officer, I am responsible for all HR functions in the organization, including hiring new talent, reviewing employee performance evaluations, and providing guidance to the CEO and Board on human resources matters. In addition, I am responsible for a healthy workforce that helps maximize organizational efficiency.

DPDHL is the world’s leading global brand in the logistics industry. DPDHL Group headquartered in Bonn, Germany offers an unrivaled portfolio of logistics services ranging from national and international parcel delivery, e-commerce solutions, freight transport, end-to-end supply chain management, and e-commerce solutions. DPDHL employs more than 550,000 people in over 220 countries and territories worldwide.As Senior Human Resources Director, I am aligned with Service Logistics and Service Logistics LLP (Lead Logistics Provider) business units. Service Logistics design and maintain service parts networks. These networks don't just provide our customers the parts they need quickly; they also help them anticipate and prepare for that demand. They get real-time visibility into what's in stock and what's in motion, and an end-to-end model that integrates transportation, warehousing and repair-cycle management. With a strategic global network dedicated to the service logistics industry. Our network is supported by professionals who understand the tight delivery times required in the aftermarket services supply chain. The result: having the right part, in the right place at the right time.

AAA is one of the most recognized and trusted brands in the US. This not-for-profit membership organization is comprised of 37 clubs, more than 53 million members, and more than 1,000 locations in North America. The Ohio Auto Club’s 750,000+ members benefit from more than 40 retail locations offering travel, insurance, financial services, auto repair, discounts and rewards; as well as advocacy for safety and security.Hired to restructure human resource department, programs and processes from tactical approach to a strategic, results-oriented business unit. Identified redundant and duplicative workflow processes throughout organization. Eliminate five disparate human resources systems and replacing with Ceridian Dayforce (human capital management system). Oversight of talent acquisition, succession planning, workforce management, compensation, payroll, benefits, policy, learning and development, human resources analytics, wellness, safety and vendor management. Responsible for an HR team of 22 and a $4M annual budget. Contributed to organization development and strategic input for acquisitions, new joint ventures, and redevelopment of turnkey facilities. Reported to President and CEO.• $157,000 in 2019 expense reduction by implementing Ceridian Dayforce (human capital management system)• Hired 214 employees in 2019 with average 42 days to fill (10 days less than 2018)• Decreased cost per hire to $1,250 (3% less than 2018)• Annually processed $920,000 in payroll each biweekly period without any errors• Salaries in 2019 equal $23.9M on a budget of $24M• 2019 medical and prescription claims $4,635.073 (28.33% decrease from 2018 claims)• 2019 dental and vision claims $246,346 (9.64% decrease from 2018 claims)• 401K portfolio grew by 10% in 2019 to equal $36M

A top 100 regional Certified Public Accounting and consulting firm with more than 300 professionals in offices throughout Ohio, serving clients in the construction, government, healthcare, manufacturing, oil and gas, and not-for-profit sectors.Selected to realign HR department, programs and processes from administrative function to strategic, results-oriented business unit under direction of new CEO. Developed and implement Performance Matters culture creating clear messaging around expectations and accountability. Workforce reductions in 2009 and 2010 reducing by 18% in response to economic recession and loss of clients. Identified and addressed redundant and duplicative workflow processes throughout organization. Developed and implemented the Rea Next Gen leadership development program. Oversight for functions of talent acquisition, succession planning, workforce management, compensation, payroll, benefits, policy, learning and development, HR analytics, wellness, and vendor management. Directly managed a $1M annual budget and a team of 10. Contributed to fundamental organization development around four acquisitions, new joint ventures, and redevelopment of priority facilities. Reported to President and CEO.• $25,000 in 2012 expense reduction by eliminating use of recruiting search firms• Hired 20 employees annually with average 52 days to fill• Decreased cost per hire to $1,050 (3% less than 2015)• 40 individuals completed 15-week Rea Next Gen leadership development program. 15% of graduates moved into leadership roles within 3 years of program completion• Led people integration projects on 4 acquisitions between 2010 to 2016 • Led succession planning initiative for Board of Directors to replace retiring CEO in 2015• Salaries in 2016 equal $4.2M on a budget of $4.5M

Eighth largest bank in the US with assets of $392B. Promoted to execute talent acquisition initiatives for organization of 33,000 employees in nine states. Led talent acquisition initiatives for Sales, Customer Service, Information Technology, Operations, Accounting, Finance and Call Centers. Transformed talent acquisition department from geographic alignment to functional line of business alignment. Introduced talent acquisition service-level agreements, analytics, behavioral based talent acquisition model, workforce planning to support business strategies. Developed and managed recruiter scorecard to drive performance improvements in days to fill, cost per hire, turnover, and other critical initiatives. Oversaw Japanese specialty banker talent acquisition program. Graduated from National City Bank (now PNC Bank) Management Development Program.• Managed team of 16 recruiters across four-state territory• This talent acquisition team hired 3,000 sales professionals out of 10,000 annual hires in 2007 • 75 talent acquisition professionals were impacted by functional line of business alignment change• Cost per hire and time to fill metrics decreased by 3% and 5% as a result of the line of business realignment, improved sourcing/selection tools and enhanced recruiter training• Selected to lead talent acquisition team hiring 600 call center representatives in six-months• Hired five Japanese specialty bankers; coordinated relocation and immigration visa process

Quick-service restaurant chain is known for its fresh, square beef patties and Frosty desserts with 6,500+ locations in the US and 29 countries.Hired to execute human resource initiatives of the C-suite, legal, engineering, accounting and finance teams. Primary focus on talent acquisition, compensation, benefits, performance management and training. Utilized core competency selection model, promotion and performance management. Business partner to leadership and management team consulting on appropriate course of resolution regarding employee relations, recruitment, selection, promotions, terminations, performance and policy violations issues. Executed numerous company events: Service Recognition Awards, Annual Meeting, company holiday activities, Multi-cultural day, United Way fundraising campaign, Lunch and Learns to support employee retention efforts and enhance company culture.

The largest accounting firm in the world with 245,000+ associates in 150 countries and territories, providing audit, tax, legal, financial advisory, risk advisory and consulting services. Managed the Columbus, Ohio, office talent acquisition program. Provided additional talent acquisition program support to Detroit, Cincinnati and Indianapolis offices as needed. Partnered with company leaders to drive talent management and acquisition plans. Talent acquisition consisted of 30% experience and 70% entry level hires annually. Led university/college recruiting program to hire annually 20 of the best and brightest accounting graduates. Delivered new hires under budgeted cost per hire; and within the expected time to fill metrics.