Supports Microsoft’s HR Service Delivery 600+ team members in the six regionally based HR Shared Services centres and distributed in selected countries to deliver great employee experiences and business enabling support. Priority #1 for this HR Services team is to continually deliver on our experience goals of reliable & responsible human resource data handling & transactions, and easy & caring assisted support for Microsoft’s 140k+ employees worldwide.

- Led a comprehensive change effort aimed at driving improved service performance, quality improvement, and data security. Focused the organisation through role clarity, injected additional management capacity to focus on quality audits and coaching, introduced a structured rhythm for review of KPIs, implemented a common issue management platform, which in cumulation has led to new historical highs in KPIs. - Executing against the primary charter for the role to bring consistency in operations and ways of working across the centres to reduce unnecessary variances that result in waste, simplify the manager and internal partner experience, and enable new common platforms and solutions for core process execution.- Drove a cultural change for design focus and co-sponsored numerous initiatives to improve the employee & manager experience through simplifying the front-line HR advisor experience to reduce errors and expedite service. Enabled service managers to get better insight core services, manage escalations, and have better command of their business to react to real-time situation and identify areas for improvement. - Engagement and skill development improvement has led to significant increases in internal employee satisfaction survey results specifically in annual engagement and culture poll.

Responsible for leading a large, 230+ person, distributed multi-cultural and multi-language team to support HR transactional service delivery for the Americas & European Regions; supporting 83,000+ employees across 65 countries. • Led a global program team to develop the next stage strategy of Microsoft’s shared service model and implement the strategy at-scale in 12 months’ time to support company transformation objectives; establishing a global service center and a network of regional service centers, deploying enhanced service center technology (e.g. CRM, Knowledge base, etc.), onboarding & training new resources, and transitioning services to the centers to create efficiencies (over $1M USD in the U.S. alone) and improve the employee experience. • Responsible for establishing and maintaining a customer oriented culture within our service center teams that continuously strives to resolve issues on first point of contact. Instituted a service quality audit process that increased adherence to service standards and improved consistency in quality. • Ensure unique service delivery requirements – including statutory needs - are met in each of the Areas• Ensure process and operating procedure documentation in effective and in place at all times and effective business continuity plans are established and maintained•Establish and maintain service quality commitments (standards) in agreement with HR partners at the country and Area level• Manage all aspects of the service center teams, including estimating resource needs, securing and onboarding resources, and serving as escalation point for questions and issues, managing vendor relationships and holding vendors accountable for service delivery standards• Accountable for overall resource allocation (load balancing) across the time zone to achieve service delivery goals while maximizing efficiency gain

Led the direct and virtual global program team that developed and delivered the foundational elements (org, process, portal, and support) of Microsoft HR’s Shared Services roadmap; continuing to lead the service center design & transition work stream.- Played a central role in developing a three-year strategy and business case to go after a shared services model in conjunction with a broader HR transformation initiative that was approved and funded by the HR leadership team.- Established shared services project framework, partnering with leaders to define the principles for making decisions and effectively managing these stakeholders through program decisions.  - Led the global implementation program team of the first year of the shared services roadmap; resulting outcome was an on-time deployment of an enhanced self-service solution in 106 countries, a Microsoft Dynamics CRM powered customer support solution for roughly 90k employees worldwide, and an organizational transition of resources into the newly formed Operations COE.  - Led the development, execution, and analysis of an activity study to effectively inform existing volumes and resource requirements to support business case for targeted HR services for centralization.- Led design and implementation of new project management model within GHRO that distributed PM responsibilities within the functional teams to align to industry practice, align with Microsoft culture, and to target improvement in role clarity.

Managed several large-scale HR programs/projects including:- HR’s portfolio planning & selection process and advancing adoption of the HR Project Delivery Framework. -Functioning SME in the development of the new portfolio planning tool: Project Sever 2010.-Managed a team of five project managers to successfully facilitate the Q4 FY’09 and Q2 FY’10 global reduction in force activities; awarded the oneHR Award for Excellence in Execution.-Applied SharePoint expertise to architect and implement a secure project workspace/content delivery system to alleviate pain points with existing tools and meet the strict business requirements.-Defined and effectively executed a day-of-notification logistics plan that enabled HRBP's to focus on their core task: manage the employee notification process.-Led the global deployment of HRWeb 5.0, a platform upgrade to SharePoint 2007, migration of 10,000+ content pages, and an enhanced user interface to improve content discoverability; Awarded both the Q2 FY’09 Deliver IT Team and Q3 FY’09 oneHR awards. -Initiated ROI studies to measure program successes and serve as model for future HR initiatives. -Achieved implementation plan’s stated objective of zero line impact at deployment.-Capitalized on implementation to establish a Visual Studio Team Foundation to improve content work item request process

Managed team responsible for enterprise-wide performance management, succession management, and individual development plan programs.- Led creation of 2008 OE program and systems roadmap.- Successfully delivered the implementation of four releases for Succession Management within a nine-month span.- Managing configuration, testing, and deployment of new individual development plan functionality within a talent management application; phase one targeting executives with plans to deploy to the enterprise in 2008.- Led institutionalization of a structure for on-going feedback and process improvements.- Performance management survey results showing an improved 73% favorable response for tools and process, up 23% within nine months.

Managed enterprise-wide performance management and succession management programs. 2007 PEAK Achievement award winner (internal recognition of high performers given to top 1% of employees).- Served crucial role in establishing the OE team within Human Resources, including discussions on long-term vision and strategic planning.- Provided directional leadership and managerial support for newly formed OE team.- Defined data sets for analysis and trend reporting; based on trends, identified and implemented risk-mitigating solutions.- Assisted in refining an enterprise performance calibration process; linking company results to individual performance.- Responsible for creating executive level reports and presentations.- Improved user adoption and satisfaction to achieve rapid stabilization of new performance management application by deploying tools and training that resulted in a 90% decrease in support levels post stabilization.

Successfully led the on-time delivery of multiple technical projects in Human Resources including a key strategic enterprise initiative, a multi-faceted talent development application comprised of performance management, bonus and merit planning, and succession planning.- Defined strategy, scope, and approach for the overall implementation in partnership with key stakeholders.- Defined and developed high quality deliverables including project charters, project plans, communication plans, status reports, and issue logs.- Led the collection and prioritization of business and functional requirements with cross-functional teams. - Defined process/workflows and configuration specifications.- Designed a deployment, training, and support strategy that took into account the magnitude of change being introduced to the organization during peak business cycles.

Assisted T-Mobile as the communications and training lead for a human resources employee life-cycle management program encompassing nine project initiatives.

Advised, researched, developed, and delivered recruiting, leadership, and interactive organizational management for a series of personal, career, and leadership programs for non-profit organizations.

Provided a consultative approach to create solutions for clients in order to maximize the value of their employee benefits program. Supported the office growth through recruitment and training programs that resulted in the on boarding of five new agents.