Responsible for the development and implementation of HR Strategies as well as the Tactical Execution of HR Processes in support of Ansys Government Initiatives, Product Engineering, and the Chief Technology Officer.

Tax Compliance Software Development

Responsible for the integration of Boeing owned subsidiary companies onto the Workday HR Platform. Responsibilities included process integration, communication, user acceptance testing, load testing, and communications.

Senior leader responsible for all aspects of HR supporting the creation of an aerospace subsidiary and a joint venture business in Zhoushan, China. The joint venture was established to increase capacity for Boeing’s commercial aircraft business which hit a record $100 billion in 2018. The businesses focused on the creation of a single aisle commercial finishing and paint center as well as a final delivery center for China carriers. HR Responsibilities included defining and operationalizing the workforce requirements for both expatriate and local employees. This include designing an executive leadership structure, creating compensation and benefit packages for domestic and international employees, establishing housing (local and expat), employee relocation, educational services, and workforce training. The project’s success required significant innovation and collaboration with national and municipal government officials, the JV partner state owned Commercial Aircraft Corporation (COMAC), and technical training universities. In addition, the HR Team initiated the design and deployment of cross-cultural on-boarding processes as well as comprehensive recruiting and pre-deployment briefing packages. Also the 737 Seattle Delivery Center Leader for all Delivery Services.

Led the HR Team responsible for facilitating the acquisition of critical technical resources executing on the preflight, paint and delivery of all wide-body jets in the Boeing Commercial Airline Group (approximately $27B in 2012). The position required frequent interaction with Labor Relations, Business Representatives, Union Stewards, and Union Executive Leadership. Special Projects included leading the development of an integrated Aircraft Accident & Major Incident Response Plan as well as the development of a career and strategic roadmap for the HR Generalist Community to better prepare HR leaders of the future. Position required intimate knowledge of the production & delivery value stream and the interactions of all functional/operational support including Engineering, Quality, Finance, Operations/Mechanics (AMT/AMTi), and key leadership roles. Key HR focus areas for 2012 included staffing increases of 35% in 6 months, enhanced performance management tools and processes, building leadership capabilities, and the development of a comprehensive people strategy which enabled a high performing workforce in a rapidly changing environment.

Managed all HR components related to the integration and development of a newly formed business unit designated to complete an unprecedented series of Test Flight Operations for 787, 747, P8, Osprey, military aircraft and missile systems. Managed the HR Team supporting Flight Test Operations (2,600 employees) and Test Support Operations (2800 employees). The demographic of the organization included employees in 20 different states and in 10 different bargaining groups. In addition to deploying & administering all aspects of HR Policies, Products and Procedures for both Military and Commercial Programs, there were several unique special projects including the deployment of over 400 employees to Southern California in support of the 747-8f program which was relocated right before flight test began. The program required HR support 24x7, expertise in all of the HR functional disciplines including Domestic Temporary Assignments, Foreign Travel, Compensation, Performance Management, and leadership development. Keys to successes were the development of a strong HR Team, the ability to chart the course in a rapidly changing environment with ambiguous requirements, development of staffing/forecasting plans across multiple disciplines, and the ability to implement both a formal and informal operating rhythm to meet the changing environment. * In 2008 managed the Strategy & Core HR functions for EO&T.

Defined and managed the development of a fully integrated web-based program at Boeing. The program integrated all aspects of an employee’s compensation package and illustrated the total economic value to employees. The primary goal was enhanced communication and visibility through a web-front end application. Elements of the program included base wages, incentive awards, stock, deferred compensation, defined benefits, defined contributions, health & insurance information, long term financial modeling, recognition and many other special programs and services Boeing offers. The application enabled all employees to see the total value of their benefits as well as the unique services they and their families receive as Boeing employees. Position required the ability to influence without authority across multiple (20+) functions were not hard-lined to the program.

Reported to Senior Director of Health Benefits & Work life Services. Responsibilities include overseeing the management of Business, Financial and Administrative Functions within Health/Benefits/Work Life Services ($60 million annually). Supported Senior Executive Management, partnering and managing cross-functional/geographically dispersed teams, analyzing data and trends related to the business, making recommendations where appropriate, developing organizational and staffing strategies, developing the necessary processes, systems, and tools to help run an efficient organization.

January 2001 – December 2003 ✓ Developed, managed and directed all business, process, data, project and program management functions for Benefits and Compensation Organization. The organization had three groups (IT, Business Management, and Program/Project Management). ✓ Focused on developing and mentoring employees, helped lead the organization through several difficult transitions including the movement of corporate jobs to Chicago, management reductions, and organizational downsizing. ✓ Responsibilities also included customer relationship management, strategic development & planning, metric development and analysis, cost control, risk identification/mitigation, and outsourcing.Compensation & Benefits Program & Project ManagerThe Boeing CompanyNovember 2000 – December 2001 ✓ Supported Boeing Corporate Headquarters’ projects, designed and implemented a Program Management Organization & Project Office to support both the Compensation and Benefits Organizations. ✓ Additional responsibilities included performing an analysis of Corporate Compensation Systems; Building System Architecture Diagrams; hiring resources to support multiple projects; building recommendations to support long term & short term business planning cycles, and cross program leadership.

September 1996 – November 2000 Developed and implemented a Governance structure and implementation strategy to manage an integrated IT Program (BPS) which was responsible for converting the legacy HR, Payroll, and Benefits Systems from Boeing, Rockwell, and McDonnell Douglas. The structure had to consider the functional reporting relationships for Information Technology, HR, Payroll, and Finance. The strategy incorporated many best practices and looked at the overall benefits and risks of running multiple, concurrent IS development projects. The developed structure was utilized by the BPS Program. Related tasks include: Facilitate, consult and advise Senior Executive Management on functional/cross functional teams related to organizational planning, initiative implementation/integration, long term business planning and program strategies.