Part of Sumitomo Electric U.S.A. Holdings, Inc.; Responsible for HR and Administration of 30+ Americas group companies.Implementing strategies to strengthen corporate governance while maintaining the benefits of decentralization including offering new value-added HR services, consolidating core services, and creating new channels to increase direct communication.Improving HR efficiency by creating new cross-regional communication to collaborate on best practices and implement global policies.Defining the mission and setting objectives for a new diversity and inclusion working group to further broaden the focus on diversity and inclusion in the region. Doubling down on increasing diversity and the size of the talent pool with a new mentor program pairing up high potential employees with senior management. Improving competitiveness and internal equity by implementing new compensation structures including internal grades, salary ranges, and incentives.

Managed seven global HR centers (Americas, EMEA, Greater China, Thailand, Vietnam, and Indonesia) and global planning team in Japan covering more than 300 group companies globally. Realign HR strategic direction across the region. Established global HR philosophy, standards, and guidelines on key HR areas including talent management, performance management, common languages, global mobility, concurrent position, training, migrant workers employment, multinational pooling, etc.Oversaw global employee benefits and corporate insurance. Establish multinational pooling on AD&D and Life insurance. Consolidate and standardize insurance and employee benefits regional. Managed global compensation benchmarking using data from Mercer and Hay.Provided consultation to the management in Japan and oversea.Established global strategy on human resources management. Managed global and regional conferences including global executive conference and global human resources conference. Managed group global executives program and their compensation.Managed and implemented large-scale HRIS systems including Jobvite and SuccessFactors.

First local hire by the Global Human Resources Group to focus on human resources for the Americas subsidiaries. Facilitate the Americas Human Resources Strategy Committee for 20+ group companies.Established HR Center for the Americas.Facilitated and led discussion at Global Human Resources Conferences and regional Human Resources Conferences where all human resources representatives discuss strategies, benefits management, global policies, and human resources operations. Created and facilitate various committees including Human Resources Development Committee and Environmental, Health, and Safety Committee.Increased internal communication and collaboration among group companies with targeted communications.Created global and regional recruiting strategies to attract new talent.Consolidated benefits plans across group companies to reduce administration cost and enrich benefits. Introduced and implemented Non-Qualified Deferred Compensation Plan.Implemented SuccessFactors, HireRight, and Jobvite.Managed annual Global Internship Program sending top students from the U.S. to Sumitomo Electric locations in Japan each year.

Established HR infrastructure and strategies, implemented policies and procedures, conducted compliance reviews, conducted training, provided management coaching, and advised on company culture. San Diego Asian Film Foundation changed its name to Pacific Arts Movement in 2012.

Strategically built human resources department from the ground up to support growth from 65 to 1,000+ employees, with headquarters in San Diego and satellite offices in more than 10 countries. Implemented compensation plan, salary structure, pay policies, and job classification. Managed a team of 8 and reported to the CFO (12/03 to 07/09) and to the CEO (07/09 to 03/10). Implemented a talent management process to improve results (higher quality hires and reduced time to fill) while reducing costs by adopting an online applicant tracking system, streamlining the approval process, launching the onboarding process, optimizing employee referrals, and optimizing social network recruiting. Saved over $100K a year in recruiting costs while doubling staff from 2004 to 2006.Designed and implemented a comprehensive retention plan to combat post-IPO and management change driven turnover by introducing better benefits, improved compensation packages, clearer career plans, and Change In Control provisions. Reduced turnover by 50%. Achieved buy-in from and alignment with employees and management in remote locations after two large acquisitions. Integrated HR teams with significantly different cultures and processes and ensured HR and SOX compliance.Implemented performance management system worldwide including muti-rater (360): introduced the system to the company, conducted training to managers and employees, and localized the forms. Tied performance to compensation and reduced employee dissatisfaction in the long term. Improved the quality of HR decision-making by establishing an HR dashboard including metrics on recruiting priority, progress, and turnover numbers.Provided leadership training in anticipation of a rapid growth in the organization, which resulted in many first time managers. Used both in-house and outside training resources, designed curriculum, moderated trainings, and managed outside vendors.

Implemented and managed “4 Roles of Leadership” training for mid-level managers. Acted as a mediator between union and management to resolve employee moral and motivation problems. Provided consulting to division chiefs on key elements of multiple high level large-scale projects targeting strategic planning, conflict resolution, organizational assessment, leadership, and policy implementation.Authored and implemented emergency plan.