I am excited to partner with the leadership team at Greenbox Capital to transform their HR department into a strategic, scalable function to help them move from funding in days to funding in minutes.Greenbox Capital is dedicated to ensuring that small and mid-sized businesses thrive by providing financial resources when they need them most. Our team members are vital partners to our clients, demonstrating integrity and an unparalleled commitment to service and teamwork every day.Our culture is the foundation of everything we do. It shapes how we collaborate, innovate, and succeed together as a team. We believe that maintaining a strong, positive culture is critical to our success, which is why we are intentional about every hiring decision. We work hard to ensure that every employee we bring on board aligns with our values and contributes to the environment we’ve built. This commitment helps us create a workplace where everyone feels supported, inspired, and empowered to achieve great things together.

Led a team of 14+ supporting 500+ employees by partnering with executive leadership to create and implement HR strategies that support the overall goals of the business. Implemented targeted selection practices resulting in improved Sales hiring, increased retention from 7 months to 18 months, improved monthly performance from ~$9K to $11K in monthly recurring revenue, reduced quick quits from 48% to 20% in less than 12 months. Aligned business objectives using OKR methodology and implemented a multi-year strategy to create a pay-for-performance culture. Introduced a new performance management process that reduced rating inflation by 25% in year one while maintaining merit and bonus budget. Introduced performance calibration sessions that drove rating consistency and aligned performance expectations across teams and functions. Aligned OKRs increased YoY with 96% of employees having at least one OKR resulting in improved YoY revenue and gross profit margin. Implemented multiple new HR systems to ensure the technology to support the transformation of the organization and the move to a pay-for-performance culture. Systems included a new applicant tracking system, compensation planning tool, learn management system, performance management, data analytics reporting tool, and an employee survey tool. Created a compensation structure aligning pay with market for all roles, reduced pay compression and disparities across roles/functions resulting in pay transparency. Saved over $1M in 3 years while improving benefit offerings through enhanced benefit management and partnering with competitive providers

Provided HR support for 400+ employees while partnering with the organization’s leaders to create and implement HR strategies that support the overall goals of the business. Transformed the HR function from a transactional function with limited impact to the business to a strategic, business partner focused on fostering the culture and driving high performance across the organization. Implemented a new performance management process using SMART objectives to drive performance. Trained 120 managers and 300+ employees. Objective count increased from 50% to 98%. Reduced rating inflation from 54% in the top rating to 22%. Introduced a self-assessment process with 95% completion rating.Transformed the culture by focusing on performance leading to the planned exit of 150+ low performers over 16 months. Introduced guiding principles and competency model resulting in common language, clear expectations, and alignment across functions.Led the annual employee survey process including administration, analytics, and action planning. Increased participation from 70% to 90% in one year and held steady at 90% in year two. Implemented several key initiatives based on survey feedback including an online recognition program, updated policies, improved processes, and office improvements. Switched from annual employee survey to bi-weekly pulse surveys. Continued to maintain a high participation rate: 35-55%, as compared to the average of 25%. Led the creation and implementation of a new employment brand and a 12-month best-in-class onboarding process resulting in an average score of effectiveness of 9 out of 10, compared to 8.5 industry and 8.6 overall benchmark. Led the creation and implementation of multiple career development frameworks in technology and professional services resulting in increased employee engagement and retention.

Led all HR aspects of the Global Service Business, Asia Pacific and Europe, Middle East, Africa Regions, and the Business Planning & AdministrationSuccessfully integrated offices in Brazil, Columbia, Puerto Rico, parts of Europe, India, Mexico, Singapore, China, Australia, and Japan.Designed benefit and compensation structures for 17 global locations. Led the talent management process involving 500 employees across worldwide locations, identified key talent, critical jobs, and successors, and created development plans for emerging talent.Successfully negotiated the closure of ~400 FLSA claims, saving hundreds of thousands of dollars in punitive damage. Led the restructuring process of an inside sales department resulting in realignment of roles, structure, and salary; resulted in 20% higher performance in year 1, and 45% in year 2.Completed multiple reorganizations to realign organizational structure with business goals resulting in positive impact to the organization and substantial savings across the P&L statement.

Led the Talent Acquisition Process hiring 400+ new hires annually Implemented recruiting dashboard: time to hire 46 for sales roles, 24 days for non-sales, 48 for technology roles, turnover for new hires was 14% compared to 30% benchmark.Implemented College Relations program: 7 core schools, focused Co-op & Intern strategy including school events and professor partnerships, 25% conversion rate for eligible interns. Process improvement projects: reviewed and redesigned all new hire paperwork, created a centralized location for maintaining all TAP documentation, implemented new relocation program, implemented dashboard.Successfully Closed OFCCP Audit without any findings.Implemented recruiting outreach strategy resulting in an increase of awareness as a diversity-focused organization. Partnered with the YWCA, Project for Freedom, Hire Heroes, the Sierra Group, Disability Mentoring Day, Bender Consulting.

Initiated and managed the implementation of large-scale, cross-functional corporate projects. Managed Corporate Dashboard: developed key corporate measurements, analyzed data regularly, presented results to senior leadership quarterly, and managed sub projects resulting from trends.Performance appraisal system: implemented a new corporate-wide (20,000 employees across 6 locations) performance appraisal process involving scorecards, new performance ratings, measuring both business and people results. Managed the development and implementation of the baseline management scorecard which involved over 8,500 employees assessing over 700 managers. HRIS report project: streamlined and reduced the number of monthly ad hoc HRIS reports saving 40 hours per month. Reduced reports from over 900 to just over 300 reports.Data projects: collected and analyzed 3 years of turnover data and 3 years of internal employee movement data. Identified trends and made process improvement recommendations. Managed 16-month corporate policies project: policy design, reviews, and database management. Worked directly with Corporate and Subsidiary businesses. Oversaw all corporate employee survey action projects: developed and implemented survey action items in over 10 business areas ranging from accountability training, communication sessions, recognition programs, and think tanks.

Managed client projects and provided consulting services Successfully managed multiple client projects: 17 projects with 52 different client locations. Retention rate: 93% of consulting clients retained year-after-year. Designed and led the implementation of an assessment process for selecting 120 directors from an internal pool of approximately 500 candidates. Identified high potential leaders, reported results, and provided guidance on ways to leverage strengths and develop skills of the successful candidates. Conducted profitability benchmark analysis by examining project resource-hours and project revenue. Tracked and analyzed data, used benchmarks as comparison.Developed tracking system to assist with and improve forecasting of project revenue.

Successfully managed a 30-person call center – implemented service training, quality control and process improvement training, and developed a rewards/recognition program. Expanded team from 5 associates to 28 and increased operating hours from 45 to 65 hours a week.Developed and implemented quarterly customer service training.Implemented an IVR solution automating screening options, reducing staffing costs while increasing service bandwidth.