Cared for my terminally ill wife from June 2021 until January 2022 when she passed away from metastatic breast cancer. I then helped my daughter transition to college.

AES Clean Technology (acquired by WJFS in March 2019) was a family-owned business which designs, manufactures, and installs cGMP modular cleanroom facilities for the life sciences market.Reported to the CEO. In this top HR role, directed all Human Resources activities for the entire company.* Hired critical roles at all levels (VP R&D, Plant Mgr., hourly mfg. workers) to support business growth during COVID-19.* Designed company-wide COVID-19 protocols to support business results and employee safety. Became the Sr. Leadership point person for all COVID-19 issues/activities. Also designed & implemented the Return to Office plan.* Spearheaded initial workplace redesign concepts for Corporate HQ to address new ways of working.

TIC was a global 3rd generation family owned business providing texture and stability solutions to the food industry. Ingredion is a $6B Fortune 500 food ingredient company and purchased TIC in Dec. 2016.Reported to the President. In this top HR role, direct all Human Resources activities for the entire company.* Architected TIC’s HR strategy to support both the TIC business and broader Ingredion strategies.* Led cultural assessment designed to improve alignment, engagement and business performance.* Developed high performing HR Team after having to replace 86% of original team in less than 18 months.* Led pre and post HR related acquisition activities to support $400M sale of business which included significant change management and cultural alignment initiatives.* Implemented 2 HRIS solutions in 2 years (UltiPro in 2017, Workday in 2018) where there was no system in place.* Filled over 48 positions in less than 9 months with the company.* Implemented multiple HR process improvements (open enrollment, performance appraisal process, merit process, etc.) which have had a positive impact across the organization.

$612 million global bar code scanning company focused on providing automated data capture solutions to the retail, transportation and logistics, manufacturing, and healthcare industries. Reported to the Division CEO and Global Chief Human Resources Officer. Directed all human resources activities for Datalogic Automation’s Americas region.* Restructured 3 separate companies to form 1 North American regional headquarters, including onboarding over 250 employees within 6 months of acquisition.* Integrated 3 payroll and benefits systems in 4 months. First system was completed 90 days post acquisition.* Supported $50 million business opportunity in new international market, while ensuring post acquisition deliverables were met.

Danaher was a $16 billion Fortune 200 global diversified industrial technology and medical device company. Accu-Sort Systems, Inc. was a $175M Danaher Operating Company.Vice President Human Resources 2009 – 2012Director Human Resources 2006 – 2009Reported to the President of this Danaher acquired global operating company 460 employees, $175M. Directed all human resources activities for Accu-Sort's bar code scanning business. With 3 direct reports, supported more than 8 countries in North America, Europe, and Asia Pacific.* Led all local HR aspects of sale of the business from due diligence support through closure of sale.* Post Danaher acquisition, supported 2 Presidents & a Group Executive in 4 years while implementing several organizational changes in the Leadership Team including: interim to permanent President & CFO, VP Marketing, VP International Sales, VP Domestic Sales, Director of Operations, and VP Systems & Service.* Exported executive talent (President, VP Operations) to other Danaher businesses and increased the talent funnel by 60%.* Recruited and staffed over 40 openings (>10% of workforce) annually to support business growth, new product development, and address acquisition related changes.* Completed business restructure and reduced headcount by 40% to align cost structure with new revenue projections. Pushed operating margin from low single digits to low double digits in a period of declining sales.* Led and designed the HR Leader Immersion program for 60 newly hired HR VPs & Directors with 42% coming from outside the U.S.

$19 billion Fortune 100 global pharmaceutical, consumer medicine, and specialized nutritionals company.Promoted to this corporate staff position reporting to the Director of Employee Relations. Directly handled all Level 3 (most serious) ER issues for over 3200 employees in 5 commercial businesses.

Reported to the Plant Manager. Managed all human resources activities for Mead Johnson's largest 350 employees, $750M infant formula plant.* Led the reorganization into a two plant model which resulted in the creation of cross-functional teams, decreased spans of control, increased succession planning, and the elimination of exempt positions.* Restructured the human resources department and reduced headcount by 50%. Subsequently assumed additional responsibility for the safety department.* Designed and implemented several initiatives outlined in the U.S. Supply Chain Employee Relations Plan. This plan set the stage for U.S. plants to remain non-union, while resulting in more consistent practices between U.S. manufacturing sites.

$13 billion Fortune 500 global diversified oilfield services, utilities solutions, and semiconductor test and measurement company.Promoted to this broader role reporting to the Vice President & General Manager of ATE’s newly acquired Verification Systems strategic business unit 120 employees, $46M. Supported Sales, Marketing, R&D, Manufacturing, Administration and the Technical Support organizations in 6 countries (U.S., France, Germany, U.K., Singapore, Taiwan).

Managed the human resources function for Schlumberger’s largest 535 employees, $152M water meter/meter reading systems manufacturing plant.