Protective Industrial Products, headquartered in Latham, New York, is a global, billion dollar manufacturer and distributor of Personal Protective Equipment (PPE) offering a wide range of safety products from head to toe to hands.

The Albany Medical Health System created a new, non-profit entity known as the Albany Med Health System (AMHS) Staffing Alliance. The Staffing Alliance was started in April 2021 and became fully operational in October 2021 focusing only on recruiting contingent nursing staff to supplement the operational caregiving needs of four affiliated hospitals. This provides the opportunity for the Staffing Alliance to charge less overhead costs to the system using significantly reduced margins on bill rates. It also affords the ability to offer market competitive compensation to our contingent nurses who accept staffing assignments through the Alliance.

Oversaw three Talent Acquisition Managers and a team of over thirty Recruiters, Staffing Coordinators and one Administrative Assistant supporting Allied Health, Executive, Nursing, Physician recruitment and internal staffing across entire healthcare system within New Hampshire and Vermont. Partnered directly with Total Rewards, HRIS and Operations, Organizational Effectiveness & Development and Workforce Strategy teams on developing internal talent development processes and implementing inclusive practices for our caregivers. • Designed and developed Talent Analytics Dashboards for C-level and VP level executive leaders to demonstrate the positive impact the Talent Acquisition team has made supporting the overall business strategy.• Partnered directly with Human Resources and executive leadership on executive recruitment, succession planning, compensation structuring and intra-system talent development.• Oversaw the successful implementation of a Managed Service Program to centralize and consolidate contingent staffing costs across the system, and introduced a complete talent analytics dashboard to help monitor usage and frequency of temporary resources.• Led a Six Sigma Black Belt supported project that will eliminate high-volume, manual tasks from Talent operations and support the implementation of a Human Resources Operations Center.• Sponsored major process improvement project that resulted in Dartmouth-Hitchcock winning the 2020 CandE Award via The Talent Board due to the improvements the team made with candidate care.• Partnered with Compensation Team to establish a new living wage structure for critical hourly positions within clinical and business functional areas across the system.• Co-led Diversity and Inclusiveness team with peer HR Directors to develop Employee Resource Groups for current Dartmouth-Hitchcock employees and successfully established baseline workforce demographics to design D&I initiatives that will diversify the D-HH workforce.

Supervised hourly and exempt hiring, supporting two unionized sites of 13,000 employees and non-represented facility consisting of 4,000 shipbuilders. Directed talent analytics, demonstrating progress against annual workforce hiring goals and enforcing government-compliant hiring process procedures pertaining to medical screening, security clearances, internal transfers, promotions, and succession planning. Managed $5,500,000 operating budget and led team of 23 professionals within department. Represented company as co-chair of company’s staffing working group tasked with developing and executing strategies on employment branding, diversity and military recruitment, employee development, and talent management. Led talent acquisition, diversity, military recruitment, and EEO/AAP compliance for enterprise. • Provided oversight of diversity and inclusiveness, relocation, university relations, and Veterans Affairs programs, resulting in 2,000 hires annually and retaining diverse talent pool for enterprise.• Revamped and implemented new university relations strategy to better align diversity and outreach for early career and summer internship programs, resulting in 350 hires annually.• Reduced time to accept from 163 days in late 2015 to 40 days by 2018 through Six Sigma Black Belt, supporting process improvements and introducing automation software to department as sponsor of iCIMS applicant tracking platform.• Developed in-house talent-sourcing capabilities and high-touch internal staffing process accommodating 1,000 career moves of EB employees. • Co-led cross-functional project team, reducing pre-employment process for new hires from 180 days to 18 days in one year.

Managed $1,5 Million recruitment budget and staff of 12. Supported operations located throughout North and South America for a $50 Billion 40,000-employee global petrochemical company. Expanded recruiting and staffing function into Canada, Mexico, and South America, building alignment with company’s business needs in developing markets and implementing proactive talent pipeline-building solutions. Conducted certified interview skills training within Americas region, providing business leaders knowledge on regional hiring process, recruitment best practices, and company’s firm commitment to compliance and ethics. Partnered with global counterparts located in Europe, Asia-Pacific, and Middle East on developing global recruitment integration strategy and business plans for integrating company’s line of businesses. Led executive-level recruitment and advised leadership on key hiring decisions, Affirmative Action, EEO and OFCCP compliance planning projects, diversity, and university relations. Spearheaded company’s university recruitment strategy and developed business relationships with key contacts at target universities while partnering with program leaders, ensuring hires of best talent on campus. Directed campus recruitment program for U.S.Initiated talent management initiatives pertaining to employment branding, surveying new hires on assimilation, and engaging hiring managers and leaders on effectiveness of talent practices throughout Americas region. • Featured speaker on Diversity & Military Talent Acquisition-June 2013 Human Capital Institute Conference in Boston, Veterans & Diversity Recruitment-November 2014 Human Capital Institute webinar, and March 2015-RPO for the CXO: An Expert Approach to Winning Leadership Buy-in. • Implemented staffing strategies resulting in double-digit-percentage cost savings and reduced average cycle time by 20% by introducing recruitment-oriented culture change.

Supported global semiconductor foundry organization with 10,000 employees. Managed domestic team of 12 employees and $1,200,000 recruitment budget. Provided strategic direction to staffing support and HR business partners based in California, New York, Germany, Singapore, and Abu Dhabi. Traveled to Europe, Asia, and United States, recruiting semiconductor industry talent to Upstate New York.Supported workforce plan of hiring 1,400 professionals at Malta chip foundry facility. Oversaw vendor relationships with recruitment process outsourcing (RPO) partner, job board, and staffing tool providers. Assisted global procurement team in negotiating cost-effective contractual agreements. Functioned as project leader for global applicant tracking system implementation as part of company-wide enterprise resource planning (ERP) project spearheaded out of Singapore. • Launched inaugural City Tour in strategic domestic and international markets to target passive candidates in traditionally semiconductor-rich markets, resulting in global pipeline of highly qualified talent.• Led effort to staff new fabrication and manufacturing facility, resulting in first 1,000 hires for Fab 8 in Malta, New York.

Managed $4,000,000 retained business budget. Served as value-add subject matter expert for new or existing enterprise-level customers transitioning from company’s legacy recruitment software to Monster Talent Management Suite (TMS). • Functioned as primary change agent for SMB (500-2,999 employees) and enterprise customers (3,000 employees) transitioning from legacy recruitment solutions. • Traveled extensively (50%) to client sites, overseeing project migrations under aggressive cost and time constraints. • Coordinated implementation, training, and customer service handoff upon project completion.

Led employee relations and technical recruitment for information technology consulting projects within government, financial services, and energy and high technology verticals. Created and reviewed project proposal specifications and statements of work. Negotiated consulting rates and project durations/extensions with public and private sector customers. Directed third-party vendor relations. Functioned as primary point of contact with customers to influence decision makers during project renewals and extensions based on documented project deliverables and presentations. Managed recruiting and onboarding of new hires.

Supervised Albany and Boston district offices’ recruitment teams supporting needs of internal business lines and external customers in following industries: bioscience, engineering, and information technology. Performed full recruitment support for international recycling organization. Provided scalable cost-reduction recruitment solution. Streamlined recruitment processes for onboarding new hires. Oversaw 100% retention rate for client-facing recruiters based on training and support provided at client sites.

Managed team of four staff consultants on employee relations and talent acquisition projects for software organizations based in Raleigh-Durham market. Oversaw $1,000,000 operating budget. Provided assistance on client relations, conducted team meetings and training sessions for employee development, and established employee performance appraisals semi-annually. Developed requests for proposals for prospective and current client executive management teams. Created reengineered business practices reducing overall hiring costs and expedited recruiting operations.