Led the HR function reporting to the Division President for a $425M division with 830 employees across nine US locations; contributed to the division’s strong financial performance and high employee engagement by leading innovative talent practices that included two integrations of 90+ employees, restructuring of two business units into three, and reinforcing pay-for-performance practices.

Contributed to the company's rapid expansion from $500M to $1B, from 900 to 2,500 employees in less than 4 years that included 9 acquisitions, insourcing Talent Acquisition with 400 annual hires, introducing executive leadership talent reviews and succession planning (Board readouts on both), and delivering mid-level manager and senior leader development programs. Introduced talent programs across European locations.

Responsible for the talent strategy to standup a newly-created 9,000-person Global Services organization including building a culture of service through diverse hiring, learning & development initiatives, career frameworks, and job rotation opportunities in a service center environment.

Partnered with the C-suite to build the talent & culture strategy for the $6B, 16,000-person biotech newco; prepared 60 country GMs for day 1 readiness, achieved 100% retention of top talent directors, and 85+ favorability in enterprise-wide engagement. The successful spin-out resulted in a premium-price acquisition by Shire in year one.

Led the global implementation of a High-Performing Team methodology adopted by senior executive teams resulting in significantly improved team performance for over 30 leaders, 300 team members, and a global facilitator network. Drove integration of the talent portions of $4B Gambro Sweden-based acquisition including a leadership assessment, people manager development, talent process and data integration.Enabled a consistent appraisal process for 35,000 global employees through a single performance management process and multi-lingual tool, including successful negotiations with several European Works Councils.

Oversaw all aspects of enterprise change leadership strategy of four-year, $98 million process & system implementation that enabled the optimization of a network of 23 printing plants. Drove implementation of HR shared services model including outsourced call center, employee portal, and shop floor kiosks for the company's largest business unit resulting in $14M in annualized savings.

Recruited to join $250 million PeopleSoft engagement that resulted in the consolidation of seven to one general ledger systems for a large financial services client through effective change leadership, executive sponsorship and employee education strategies.Developed and delivered client proposals, staffed consulting engagements, and served as the Change Management lead for a variety of projects in the financial services, manufacturing, and professional services industries.

Created competency models and supporting curriculum for global audit, tax, and consulting professionals.Enhanced client service skills of audit, tax, and consulting engagement teams through facilitated skill-building sessions on the firm's service methodology in both the United States and Latin America (in Spanish).