Laura Mackinnon Email and Phone Number

SignalFx was acquired by Splunk - https://techcrunch.com/2019/08/21/splunk-acquires-cloud-monitoring-service-signalfx-for-1-05b/Led the People Operations and Employee Workplaces teams.

Led the People Operations, Talent, and People Services (Facilities) teams. Drove all aspects of people strategy including; talent development and acquisition, employee engagement, culture management, employee and leader training, total rewards, workplace environment.

I led the People team at Coupa Software during a period of hyper-growth. I drove all aspects of workforce strategy including; talent development and acquisition, business partnering, culture management, and total rewards. I was also accountable for the design and seamless delivery of day-to-day People Operations via a global team of HR professionals. In this role, I and my team focused on supporting the development of a strong team of employees capable of delivering on the company’s revenue and customer success goals; while achieving recognition as a place where employees were uniquely able to grow, develop, and make an impact.

In this position, I managed Logitech’s WW Compensation, Benefits, HRIS, Performance Management, and Global Mobility functions. I led and managed a global team of 30 HR professionals located in Asia, Europe, and the US. I worked with the CEO, Chairman, CHRO, and the Compensation Committee of the Board to reposition Logitech’s compensation philosophy to fit company’s new strategic direction and the changing business climate.I then led my global compensation & benefits team in the redesign of Logitech’s compensation programs to switch to performance-based rewards tied to individual, group, and company results. The impact of this move was an increased retention of key talent and turnover of lower performers. Key Accomplishments:► Simplified performance management program, eliminating lengthy, systems-based goal and annual review documents.► Preserved a global leveling project, by creating market-based ranges in over 70 countries.► Improved the quality and quantity of manager communications and education on HR programs.► Reduced US benefits expenses by $2M+ in 2010.

During my time with Yahoo!, I was hired to be the Senior Director, HR Business Partner for the Technology organization. Then I was given the opportunity to serve as Yahoo!’s first Head of Organizational Effectiveness.In these positions, I drove cultural transformation initiatives. I worked with head of Human Resources, CEO, and SVP of HR Business Partners to identify the Yahoo! Behaviors required for the success of the business. I led the development and execution of the talent management practices used to attract, retain, and deploy talent. Key Accomplishments:► Defined and delivered programs that enabled Yahoo!’s end-to-end performance management cycle, including goal setting, career development, and annual review processes. I worked with a cross-functional team to change the rating process. I created a simplified feedback process where managers were able to deliver annual review feedback verbally. I also initiated manager reviews – every employee was given chance to give feedback on their managers. This had tremendous employee response, with 90% of employees participating.► Worked with CTO to build custom compensation and “re-recruit” program to retain key engineering talent from aggressive recruiting by competitors. This was highly effective, with 85% of the participants still with Yahoo! after 2 years.

In this role, I partnered with three high performing leaders to aggressively grow their world-class technical teams – Yahoo!'s Data group and Yahoo! Labs team. I aided them in recruiting top talent, designing their organizations, and coached teams on working effectively with the rest of organization.Key Accomplishments:► Customized a new program for two groups and their internal partners on how to effectively negotiate solutions that preserved positive relationships and yielded the best solutions.► Worked closely with the Talent Acquisition team to meet aggressive hiring goals for Yahoo!'s Data group from 90 to 650 employees. Partnered with leadership team to build a world-class data team that delivered results.► Partnered with the CTO to build a program to retain key engineering talent being recruited by Google - 90% retention after 2 years. Designed highly customized offers for critical strategic hires.

Managed the Global Compensation, Benefits, HR Operations, & HRIS teams and served as the HR Business Partner for Finance/IT. I also managed a 12 person global HR team, with a $12M annual budget.In this position, I oversaw the successful design and implementation of numerous initiatives, including a new total rewards philosophy and strategy, global leveling project, overhaul of equity program, and managed the HR M&A for 3 acquisitions. Key Accomplishments:► Redefined the company’s compensation philosophy to align with current corporate strategy then redesigned all compensation programs. I worked with the COO and CEO on all aspects of executive compensation. ► Implemented changes to U.S. benefits that saved company $1.8M a year while still providing employees with highly competitive benefits.► Led HR Mergers and Acquisitions (M&A) activities including due diligence, compensation and benefits integration, key employee retention programs, and employee communication and integration. I worked closely with HR team to develop and document repeatable, best-practice HR M&A tools and processes to enable organization to rapidly and effectively integrate ongoing acquisition activity.► Developed stock programs to optimize use of limited employee stock pool to ensure available shares were leveraged on key contributors. I led cross-functional task force to revise Hyperion’s total compensation strategy in response to FAS 123R (equity expensing).

In this role, I managed the worldwide Compensation, Benefits, Recruiting, Global Mobility, and HRIS functions with a team of five HR professionals. I worked closely with the CEO, Chairman, CFO and CHRO to build exceptional HR programs in support of Loudcloud’s business strategy. I played an integral role in transitioning Loudcloud from a pre-IPO to post-IPO company, adapting compensation programs and educating employees to the new environment.Key Accomplishments:► Instrumental in the IPO-related stock program design and employee/manager education.► Led a company-wide job leveling project that created competency-based leveling criteria and employee career paths.► Redesigned the company’s total compensation program from a service provider to a software developer.► Prepared and presented agenda and materials for the Compensation Committee of the Board.

I was hired to help build EA.com organization from the ground up. I was charged with driving talent acquisition team's efforts. EA.com grew from 90 to 400 employees in only 9 months. During this time, I partnered with the President and his staff to build a unique, original culture and integrate employees.

During my ten years at the company, I was promoted six times and held various HR business partner and corporate HR positions. I built a strong HR skill set in a technology environment with major contributions in Compensation, Benefits, Organizational Design, Employee Relations, HRIS, and M&A Integration.