Lead global People and Workplace team.

About WeviseWevise is a nonprofit founded in 2022. Our mission is to make careers in the technology industry more attainable and build a more diverse and inclusive tech community through equitable access to mentorship, education, and career opportunities. We’re a team of committed volunteers from a diverse set of backgrounds who are committed to leveling the playing field in tech (and beyond).In June 2023, we launched our inaugural program - a mentorship platform crafted for individuals seeking personal or professional mentorship, particularly those from economically marginalized backgrounds or facing unique challenges.

Guide responsible AI development, shaping global excellence through research, ethical frameworks, best practices, and educational initiatives.About AI 2030:AI2030 is an initiative aimed at harnessing the transformative power of AI to benefit humanity while minimizing its potential negative impact. The AI2030 Institute centers on cutting-edge research, framework creation, principle development, best practices, and training events. Its mission is to establish a distinguished global center of excellence for responsible AI. With a focus on fostering responsible and ethical AI practices, the institute aims to drive innovation, promote transparency, and advance the understanding and implementation of responsible AI principles worldwide.

As executive leader at this multinational supply chain and logistics software company, I managed 10 direct reports with oversight of 50 global resources, representing 33% of entire company’s HR function. Overseeing large budgets and allocating funds for 2 cost centers, I am focused on driving innovative performance management and talent development solutions. By instituting best practices, I aim for continuous improvement to optimize corporate efficiencies. I enjoy guiding HR business partners in gathering critical data to implement a variety of change initiatives to positively impact organizational health. SELECT ACHIEVEMENTSReduced management-layer bloat by 17% to speed decision-making, moving executives closer to frontline employees for better customer experience.----Eliminated underutilized L&D tools, adding custom content based on employee survey feedback; saved company $500K+ annually, leading with L&D Director on RFPs to assess Skillsoft, SAP SuccessFactors, and Workday.----Overhauled talent management processes, revising assessment methods and establishing promotion benchmarks along with succession planning; earned recognition from CEO for success implementing multi-faceted initiatives.----Transformed performance review processes, creating employee-led methodology that encouraged a growth mindset; eliminated burdensome top-down procedures, dramatically simplifying feedback loops.----Developed and implemented new standards for engagement between executives and HRBPs; created more effective, symbiotic relationships to guide senior leaders in leading their organizations and people. ----Promoted a variety of automations, encouraging HRBPs to identify strategies that boost efficiency; cost-effective measures increased overall productivity despite limitations on staffing.----

As an executive leader of the HR function within the transportation services group, I initially managed a 2K+ tech organization, providing oversight to software engineering, UX design, product management and sciences teams. The scope of my role was ultimately expanded to include the talent management function for the entire 100K employee ‘middle mile’ group. I enjoyed growing a direct team from five to 15 HR and Talent Management leaders. While at Amazon, I had the opportunity to define, create, and implement a variety of strategic people solutions that optimized HR processes for operations, technical, and business teams. SELECT ACHIEVEMENTSDrove HRBPs to gather data for alignment of talent strategy to annual Business Operations plans; proactively identified potential staffing gaps, determining need for building skills, outsourcing, or hiring additional resources.----Envisioned innovative marketing concept to boost employee retention and attract new engineering resources, hiring Sr. Brand Manager to implement an array of informative podcasts, live tech-leader panels, and career events.----Succeeded in transforming Transportation Services Engineering from an exporter of staff into a net attractor of top talent; promotional activities and new marketing campaigns dramatically increased interest in working for division.----Set high expectation levels, inspiring critical thinking and independent action with timely information transfer; provided respectful feedback, creating a collaborative and enjoyable team environment. ----Re-imagined and redefined a wide variety of operational processes, aiming for productivity with continuous improvement; encouraged creative ideation at team meetings and during one-on-one discussions.----

In this role with one of the world's largest casual dining companies, I focused on technology and digital enterprise, providing HRBP leadership to impact Agile software development, outsourcing partnerships, staff mix, and employee experience. I was able to assess the entire technology organization for optimal efficiency, determining the best strategy for reallocations and reductions in force. I also played a key role in shaping culture, gathering feedback from staff members to improve team cohesiveness.

As a key HR leader at this multinational point-of-sale equipment manufacturer, I built out the company talent acquisition group, leading a team of seven in US and LATAM during my first tenure in 2010. I supported 1300 staff across four business units, including engineering, technical, sales, HRBP, and marketing. In addition, I launched a global e-learning and development initiative across 40 countries, taking charge of Workday technology beginning in 2014. My role included re-engineering human capital management (HCM) programs and I was able to connect metrics to business outcomes as well as performance. I also succeeded in automating a variety of managerial functions, creating succession plans, and leading numerous change management initiatives. SELECT ACHIEVEMENTSUpdated job requisition and hiring process, focusing on delivering reduced time to fill and making it easier for people managers by streamlining procedures.----Transformed ways company though about and managed people performance by eliminating annual performance reviews and numerical ratings; adopted conventional approach driven by accountability, development, and high performance.----Designed and Launched multiple human capital “firsts”, including global e-learning platform and development strategy, across 40 countries and in multiple languages----Established a Reporting and Analytics COE, designed to connect human capital metrics with business outcomes and performance.----Developed formal learning programs for executives, people managers, sales and engineering, leveraging blended Instructor-led and e-Learning methods,.

In this role, I managed human capital solutions across six business lines including IT, supply chain, multi-site operations finance, and corporate alliances. I had the opportunity to conduct a comprehensive environmental scan of APAC groups, collecting data used to plan a reorganization. I had a great time designing and implementing a manager’s toolkit with training materials that streamlined the performance review process. I also developed and executed an IT Leadership Development program in partnership with Harvard University, preparing managers for advancement to executive levels. I was also able to create pathways for individual contributors to enter management.

I had the pleasure of working at VeriFone twice and have already mentioned a few of the things I did, but will add that I led a team of 7 in the US, Brazil, Uruguay, Argentina and Mexico. In this position, I implemented an enhancement to Workday, our Global HRIS, introducing Manager Self-Service by automating requests for promotions, job requisitions, compensation changes and other common managerial functions. In this role, I offered tailored, data-driven human capital solutions in support of over 1300 people in North and South America. I made an impact by influencing business leaders regarding talent acquisition, retention, and management solutions through workforce planning, hiring strategies, bench strength assessments, and corresponding succession planning. In addition, I spearheaded change management efforts during complex integration of acquired companies within the Americas.

At Home Shopping Network, I initiated an in-depth review of seven business divisions and conducted bench strength assessments for 300+ resources to eliminate inefficiencies. My focus was on reengineering performance management, talent and succession planning, organizational design, and talent acquisition (recruiting). I played a role in influencing the rebranding and augmentation of our career website. I also provided data and analytics to leaders, recommending strategies to reduce voluntary attrition by 40%. By forming a rapid response team, I was able to closely monitor potential unionization vulnerabilities.