Developed best-in-class tiered shared services maturity across a centralized, metric driven, HR Shared Services function with a staff of 80 who support over 50,000 healthcare employees in Fortune 500 company. Scope of services includes acquisition and divesture administration, analytics and process excellence, compensation and benefits administration, employee contact center, employee lifecycle (including onboarding and offboarding), HR portal, vendor and relationship management and HRSC training, development and communications.• Transformation of service delivery with Oracle Cloud HCM implementation and optimization including development and optimization of ESS & MSS workflows, case management conversion, HR portal implementation and upgrade, guided learning implementation and oversight, Service Center led robotic process automation (RPA), and GIC expansion. Member of Oracle Governance team and strong cross-functional partnerships with HRIT, HRIS and Payroll.• Responsible for budget planning and management, achieving year-over-year cost reduction, continuous process im-provement, and quality/compliance management initiatives building profitable operations. Monitored more than 200 standardized operating procedures ensuring adherence to business, employee and compliance requirements, SLAs, customer experience and quality controls with published KPI’s and dashboards. • Collaboratively managed stakeholder relationships, decision making and escalations to prioritize and coordinate the activities of HR Shared Services within and across the HR function, evolving the operating model, and expanding the scope of services in a highly engaged, accountable and innovative environment. • Sustained high employee engagement and retention supported by a robust performance management, career progression and succession planning program.

Played key role in multi-year HR Transformation effort, including design and launch of HR Shared Services organization supporting 44,000 employees. Development and implementation of a centralized, tiered service delivery model and direct oversight of Tier 2 functions covering acquisition and divesture administration, benefits and compensation administration, employee life cycle administration, employee relations, onboarding, offboarding, payroll inquiry and service desk. • Improved productivity using workflow analysis and optimization, achieved standardization and leveraged best practices, improved controls and reduced risk with regulatory aspects.• Realized improved business process integration for acquisitions and divestitures, supported a culture of continuous improvement, customer service delivery, and service excellence in a high growth environment leveraging knowledge of employment laws, managing confidential information and HRIS / HR systems.• Reduced financial and organizational costs through economies of scale, location, and tiered service delivery.

Strategic business partner and key member of the senior leadership team, directing human resource activities, initiatives and processes for 1200 employees and 25+ pathologists supporting a reference laboratory, clinical pathology, hospital lab management and drug testing laboratory in a competitive, fast-paced market. Partnered with senior leaders to influence the design and execution of the business strategy by providing consultative support and leadership. Translated business strategy into talent and organizational plans with the HR team and drove business results by building organizational capability and performance. Successfully led several local and national organizational design and change initiatives.Key business and HR achievements included: • With a team of 7 HR professionals, led Generalist, Recruiting, Administrative, Environmental Health and Safety functions, including recruiting, communications, compensation, employee relations, engagement, leadership/organizational development and training, performance and talent management.• Developed and executed HR strategies and tactics for local and regional management teams to achieve and exceed corporate strategies and objectives. Improved employee satisfaction scores 8.5% from 2006- 2012 and voluntary attrition was reduced by 24%. Awarded 1st Place, Best Places to Work, SHRM Southern Nevada 2011.• Partnered with Managing Director and senior leaders to drive weekly labor review, which significantly contributed to productivity improvements (requisitions per FTE increased from 13.5 in 2006 to 16.7 in 2012) and operating margin improved from 5.5M in 2009 to 15M in 2012.• Managed 2011 & 2012 business unit SWB requirements, predominately through attrition, resulting in a staffing reduction of 110 employees with 3.7M SWB savings• Facilitated leadership talent review, compensation planning and analysis, and coordinated development planning for Sr. Leadership to close current and future capability gaps.