Owned the Talent, Total Rewards, Payroll and HRIS functions for a diversified port operations company with 70 locations, a combined revenue of $1.5B+ and the largest employer of ILWU and ILA union labor in the U.S. Played a pivotal role in delivering a true HR turnaround strategy following an ownership change with CPP Investments, a new C-suite being put in place and a reorganization of the HR Function. Leading a team of 16 HR Professionals, successfully implemented a benefits plan overhaul, delivered a career & total rewards framework and set the foundations for a refreshed company culture. Supported a heavy growth strategy by developing an M&A HR Playbook and driving the integration of newly acquired entities including executing an RPO model, compliance audits and cultural alignment.

Built from the ground-up and led all global HR activities for a brand-new technology-driven organization within Maersk. In collaboration with IBM, built a high-performing global organization of 300+ employees and successfully launched TradeLens, the first open platform of significant scale for sharing information and developing digital products related to global trade. TradeLens connected all the different global supply chain participants in one secure, digital platform where they could share and use information but also leverage the data to develop products for their customers and the industry. The platform used IBM’s blockchain technology, based on Hyperledger Fabric from the Linux Foundation, which among other things ensured that platform participants’ information was secure and any transactions involved only relevant parties. While the TradeLens product fostered the transformation of transport and logistics activities across the industry, funding was discontinued for the platform.

While serving as CHRO for Maersk GTD (TradeLens), took on the additional role of building out a new function to drive all HR related activities for M&A transactions within Maersk’s North American portfolio. Worked as part of the deal-team to craft and drive HR processes from due-diligence, valuations, negotiations, deal closure and ultimately strategic integration. Successfully drove the process for multiple transactions, including deals valued between $500M to over $1B, which saw Maersk’s North American Portfolio grow exponentially. Played a pivotal role in the strategic review and integration of Compensation and Benefit plans including multiple RFPs that resulted in significant cost savings through changing our carriers.

Led the Human Resources function for a portfolio of 14 North American and European shipping ports within APM Terminals. Drove both the corporate and HR strategic agenda and reshaped the portfolio through both port divestments and outside investment partnerships. Embedded a performance driven culture by establishing a competency framework that supported the strategic direction of the company. Achieved operations goals of retaining key personnel, developing and maximizing employee potential and streamlining the overall career process resulting in the portfolio having the highest employee engagement scores.

Consulted with all levels of management on talent development and succession planning for key leadership roles. Built a Strategic Workforce Planning model to analyze talent data resulting in targeted initiatives around development, deployment and retention of talent. Trained management in the application of behavioral interviewing techniques in the employee recruitment and selection process resulting in stronger candidate selection and a high-performing diverse workforce. By building relationships based on mutual trust across the global organization, strengthened the overall competencies of HR Colleagues to become more effective HR Business Partners and developed Manager’s skills in core HR processes resulting in a self-sustaining and high performing organization.

APM Terminals was established as an independent division within the A.P. Moller-Maersk Group in 2008. Partnered in building a regional North American HR function by leading multiple disciplines within HR including Compensation and Benefits, Talent Development and oversight for the HR operational functions. Headed up the Compensation and Benefits function, built a pay for performance mindset ensuring a market-competitive total rewards package that attracts, rewards and retains a talented workforce. Focused on reviewing and improving upon processes ultimately creating a comprehensive framework that demonstrated the value of HR activities in supporting the business strategy. Reporting to the VP-HR, this position takes the lead role in the development and continuous improvement of various HR functions including Recruiting, HRIS, Benefits & Compensation, Performance Management and Compliance, all while providing broad based HR Generalist support to an assigned client group.

Working within a matrix organization, acted as a single point of contact for all Human Resource services in order to provide management consultation and guidance to over 700 clients within seven distinct business units in the Northeast and Midwest regions of the U.S. Responsible for guiding management on employee relations matters, assisting in the development of organizational plans, driving Human Resource initiatives and processes, ensuring the proper implementation of change strategies and providing input on improvements for HR program design. Brought heightened awareness and understanding to the value of HR related activities by linking the business strategy to the Performance Management Cycle. Provided additional transparency into many of the HR services and processes surrounding driving performance resulting in increased employee engagement and HR satisfaction survey scores.

Supported the Human Resources function through the successful merger of two companies, P&O Containers and Nedlloyd Lines, along with the subsequent acquisition of four corporations and the acquisition by Maersk in 2005. Designed and implemented a performance management system to align business, leadership and personal competencies with overall business objectives in North America. Trained managers and supervisors on the performance process resulting in quality reviews that could be used to closely tie pay to performance.