*Evolved our successful business to further focus on developing and engaging our employees.*Managed teams through all the COVID-related protocols and now return to work challenges*Transformed Human Resources to provide true partnership with business leaders. *Rebuilt Talent Acquisition Team to fuel high-volume, candidate-focused hiring improving candidate experience and quality of hires.*Launched new Learning capabilities to upskill our leaders and employees.*Developed compensation benchmarking, with salary structures and enhanced salary review process to better attract and retain talent.*Building succession plans for key roles, with development plans, to ensure future leadership strength.*Recognized need for updated HRIS system, and led the selection of a new system which will enabled managerial effectiveness and user-friendly employee access*Focused management development on increasing managerial skill and enhancing a culture of employee engagement and inclusion.

*Built the people and talent strategy to grow Proterra’s market and technology leadership position in electric transit, bringing the world’s cleanest, most efficient, vehicles to communities everywhere. *Helped bridge business team effectiveness across East and West Coast operations by identifying mutual concerns and new ways to effectively partner cross functionally.*Increased employee communications with regional town hall meetings.*Introduced talent discussions for engineering teams to determine future leaders.*Late-stage VC-funded company which just went public through a SPAC merger with ArcLIght.

*Consultant lead on Global Cultural Renewal Project globally, partnering with the CEO and CHRO, to build cultural attributes that fueled changes in decision-making. *Led philanthropic giving, transitioning team focus from a U.S.-based approach to global platform. Established a business review team to review and prioritize global gifts.*Led team of Organization Effectiveness consultants, teamed with Business Units, to drive organizational change across business units.

• Quickly partnered with CEO/sales team to identify and hire new regional Sales and Marketing Directors.•Established new Linked-In Corporate Recruiting Campaign and launched aggressive recruiting campaign to fill 50 contingent workforce and 30 full-time employees in 60 days.• Launched Performance Management process, tools and training, resulting in career discussion and performance reviews for first time in company history.• Led identification of Top Talent with executive team and designed compensation adjustments to retain people.*VC-backed startup that sold to Hanergy in the solar downturn.

• Led Culture Renewal project for company. Launched 30 dialogue groups with more than 400 employees to better understand culture survey findings and propose solutions.• Upgraded HRIT system upgrades to latest version, allowing managers enhanced on-line access to HR processes.• Developed GOJO’s People and Culture Management Strategy.• Led selection of three new external Board Members and participated in Board of Directors’ startup activities.

With IT, partnered in building project plan and budget to implement global Workday system. Led change and communications for two Wordkay pilot projects in Thailand and Ecuador that successfully established feasibility of Workday and set up project for executive approval and funding.

Human Resources Business Partner for $1.5B global Health Care business.• Led HR due diligence and HR integration planning for two acquisitions: resulting in the I-Flow acquisition adding significant growth in Q4 2009.• Managed Health Care Supplies reorganization and reduction in force, resulting in 70% improvement in HC operating margins YTY from 08 to 09.• Partnered with HC Leadership team to increase employee engagement by improving recognition and rewards, resulting in more than 50 Q4 awards.

Human Resources Business Partner for $13B Consumer Products Business in North America and Europe.• Co-led organization redesign of NACP business, emphasizing marketing, customer development, insights and innovation. Led talent selection for senior leadership roles. • Part of management team that increased sales volume by 7% in 2007 in mature categories, and increased market share in five categories, moving KC from twelfth place to eighth in Cannondale rankings in two years.• Created metric scorecard that allowed tracking of key HR metrics at both NACP group level and by every leader.• Structured team of 25 HR and training professionals, and 60+ HR manufacturing representatives, aligning them to new organization structure and leaders, and designing processes to align HR initiatives throughout organization. Managed $3M budget, on target every year.

HR Business partner teaming with GO IT Vice President to develop and implement HR strategies and programs for 2,500 people internally and 2,500 contractors.• Partnered with Group Information Officer to lead two organizational realignments of IT, including organization design and selection of directors and vice presidents. • Led Workforce Planning initiative resulting in prioritization of type of work (strategic versus operational), location of work, and cost of workforce. Continued to reduce contingent workforce and HP workforce costs by shifting work to low-cost locations and managing vendor selection.• Launched Talent Review of L3 and L4 leaders, creating succession and development plans for key roles. Participated in selection of senior-level individual talent and directors.

Leader of cross-business team which developed hp's new Talent Management Strategy, model, framework, tools and processes. Rolled out in businesses in partnership with HP VP's.

Organizational Effectiveness Consultant: teamed with global business and HR leaders to develop workforce plans and leadership development programs.

HR Business Partner for Global Customer Support R & D team.

Organization Effectiveness Consultant dedicated to the HP Services group.