Serve as a member of the Senior Leadership Team to support and implement Friends of the High Line value, and mission across the organization. Direct the implementation of people-centric policies for 180+ full-time, part-time, and seasonal operations and administrative employees responsible for a $11.1M budget. Provide advice and guidance on all aspects of the employee life-cycle to the Executive Director, 4 C-suite executives, 12 senior leaders, and 30 middle-level managers to achieve institutional priorities. Lead all talent acquisition and employee retention practices and manage the internal diversity, equity, inclusion, and accessibility (DEIA) efforts. ● Saved the organization $1.3M by reducing full-time equivalents (FTE), a budget variance of 32%.● Implemented a pay equity strategy that reduced the salary increases at the top with buy-in from the senior leadership team and reallocated funds to the bottom half of the team to increase base hourly rates to $25, ensuring them a living wage. ● Reduced the average time to hire by 25% and improved the candidate experience by streamlining recruitment practices; created a simplified process for the hiring manager, set clear expectations, provided training, and held the team accountable. ● Addressed challenges brought forth by operations employees in the aftermath of COVID-19 layoffs/furloughs. ● Collaborated with the compensation committee composed of board members, the board chair, and the vice-chair to set and obtain approval on executive compensation.● Simplified the annual review process using Lattice. Implemented regular feedback sessions and one-on-one meetings with their manager and provided the necessary training programs. ● Responded quickly when the NYC air quality index was at dangerous levels to limit staff exposure to hazardous air quality by creating new procedures to manage the unique crisis effectively.

Spearheaded the efficient allocation of a $3.8M salary budget and supervised a team of 30, including 16 directors, 10 managers, and 5 coordinators. Assisted 6 VPs and 3 C-Suite executives on all personnel-related matters. Developed and implemented diversity, equity, and inclusion (DEI) and talent management strategies. Supported workforce planning efforts, creating an organizational structure that facilitated collaborative work and internal mobility.Saved $516k in salaries through effective management and enhancement of our people programs and practices, including performance management, rewards & recognition, engagement, diversity & inclusion, onboarding, offboarding, & retention.Reduced employee burnout, increased efficiency, and provided transparency and visibility of 96 projects to the C-Suite by improving the staffing of the Project Management Office.Addressed cultural and employee engagement issues through meaningful coaching and training programs by completing a DEI recruitment audit, encouraged 360 reviews, and created clear promotion tracks. Created an internal framework, commitments, and scorecard for recruitment, employee engagement, and retention strategies collaborating with the VP of community and diversity consultants.Drafted 38 job descriptions and performance management documents regarding compensation philosophy, salary pay bands, and market analysis. Designed leadership training for the Beard House Fellows pilot.

Managed a team of 16, including the director of IT, director of membership, manager of MLS & operations, accounting and finance team leads, executive assistants, marketing and events manager, and project coordinators for a 501(c)3 to help generate ARR over $45M. Initiated human resource programs and processes to improve team performance and enhance strategic vision. Advised the executive committee on all human resources-related matters. Reduced salaries by $426K per year through structural reorganization, netting $195K in the first year. Generated $95K in sponsorship revenue from the inaugural gala. Initiated human resource programs and processes to improve team performance and enhance strategic vision. Advised the executive committee on all human resources-related matters. Managed a team of 16 including director of I.T., director of membership, manager of MLS & operations, accounting and finance team leads, executive assistants, marketing and events manager, and project coordinators for our 501(c)3 to help generate ARR over $45M.Reduced salaries by $426K per year through structural reorganization, netting $195K in the first year. Presented people strategy to the Board on a quarterly basis. Generated $95K in sponsorship revenue from the inaugural gala. Drafted job descriptions and performance management documents, updated employee handbook, and executed formal review processes with detailed compensation analysis and salary bands; implemented the ADP Resource payroll tool.Created an HR strategic plan with the executive committee to restructure the performance review cycle and roll out of equal pay and compensation policies, addressing low team morale and mitigating risk. Improved efficiency and performance through internal and external training programs, including training 16 employees in Adobe, which saved both paper and time.Instituted a security training program in collaboration with the CEO, Director of IT, and executive committee.

San Francisco-based SAAS startup focused on inspiring company culture by integrating artificial and emotional intelligence as a management tool. ● Acquired 4 leads in 4 months to facilitate GTM strategy.● Collaborated with marketing, sales, and strategic teams to onboard clients and create brand awareness in employee engagement space. Assisted with change management and software adoption practices. ● Liaised between the tech team and the client through the implementation phase.● Hosted networking events for as many as 100 attendees with HR specialists and consultants to determine market demand related to employee engagement. Brought in prominent Bay Area companies such as Lyft and Fivestars as speakers.

Managed a team of 16 for several large-scale strategic projects aimed to create a top-tier customer experience, increase profitability, and reduce redundancies. Collaborated with cross-functional teams to scale employee success, engagement, and retention strategies based on results from semi-annual employee opinion surveys. Reduced Full Time Equivalent by 2.3 through attrition and restructure. Improved employee experience index (net promoter score) from level 3 to level 2 in 1 year. Consulted managers on team dynamics to support business growth. Bolstered growth strategies with continuous reviews and audits. Created 2-day intensive training on managing the sales process. Led team through intensive nine-month cash management and Lean Change Management initiative. Evaluated and streamlined processes resulting in cost savings of 1.7 Full-Time Equivalent. Designed Employee Reward and Recognition program and planned Annual Employee Appreciation Week. Encouraged recruitment of underrepresented individuals in the field of finance. Hosted Newcomers to Canada career seminar.Led training in leadership development, ADKAR (change management process), diversity, and building cultural dexterity. Diversity Honors HALTON MULTICULTURAL COUNCIL - Host new immigrant recruitment workshops on behalf of RBC RBC DIVERSITY CHAIR – Created initiatives and discussed policy changes to accommodate a diverse workforce. UNITED WAY - Regional Ambassador - Market Chair for Employee Giving Campaign.

Successfully managed a team of 8 individuals to provide sound advice to clients. Coached, trained and managed staff to ensure regulatory compliance and increased productivity. Exceeded targets, all while promoting high-quality service. Conducted training workshops and orientation session for new hires. Advised the leadership team to develop plans to improve employee retention, succession planning, and overall team morale. Managed all HR related activities to employees, including building strategic development plans - post employee opinion surveys. Completed quarterly performance reviews, succession planning and annual salary reviews for all sales professionals.

In this position, I was part of TD's initiative to enter the United States Banking Market. I conducted internal functional audits to ensure Anti-Money Laundering policies and procedures were being adhered to by TD Retail Branches on a national level. Satisfactory completion of the audits allowed TD to demonstrate compliance and all US requirements for a successful entry the US banking market. Audited 1200 branches and regularly presented findings to C-Suite Executives.