Leads the organizational vision, strategy, and progress related to Michelin's current and future Health and Wellbeing programs, vendors, and services. Ensures the organization and roles are in place to support the vision, and coordinates with other departments, business partners, and stakeholders as needed. Also sponsors the Project Management Office and HRIS solutions team(s) to ensure alignment with organizational ambitions. H&W Mission / Responsibilities:• Population Health• Benefits Incentive Program Strategy• Michelin Family Health Centers• Michelin Fitness Centers• Disability and Leave Management• EAP and Behavioral/Mental Health• Integrated Musculoskeletal Care (PT)• Analytics / Data Analysis / BI • Contractual Performance • Program & Asset Utilization • NPS • ROI • Vendor Management / Performance PMO Responsibilities:• Project Management Office Maturity• Methods and Tools• Workday Optimization• Change Management & Activation

Led Michelin's HR Operations Organization (52-85 total FTEs) for North America.Responsibilities:* Leadership of strategic, tactical, and operational transformations * HRIS, analytics, AI, and RPA * PeopleSoft to Workday HCM, Learn, etc. * Time & Attendance (Zero to Gross) SaaS: Tru-Trac transition to Kronos WFN for 35 wage/SNE sites. * Payroll (Gross to Net): 20,000+ wage & salary employees. * Benefits Operations: Including Benefits Outsource eligibility data for 20,000+ employees. * Development of Shared Service Center (SSC) Queretaro, Mexico: including pace of growth, career paths, compa ratio, training, leadership team, attrition, work transition, quality, cost, & success * PMO (Project Mgt. Office): Created PMO, portfolio, processes, and staffed roles for intake, prioritization, and execution, of projects of varying complexity. * Integration of acquired companies* Led COVID-19 Crisis Cell from 3/18/2020 to end of 2022. Delivered solutions to protect the health and wellbeing of employees & organization.* Vendor Management: Responsible for all HR Operations vendors, including quality and cost. * External Viewpoint: The Conf. Board - HR Ops Executive Council (2017-2022)Results:* World Class Payroll Pay slip accuracy (99.95%+) & Cost per pay slip ($3.50)* 5+ years of zero audit findings* World Class" SSC Net Promoter Score & Customer Effort Score (ea. >95%) * Sponsored Workday prioritization & optimization process: eliminated 15K+ Hrs. waste* COVID-19 Crisis Cell: Closed 300+ initiatives to protect our organization & employees, saving $80M+ USD. * Grew MX SSC by 600% April 2017 to June 2022 while activating a full range of functions* Transferred work while ensuring respect for people. Utilized voluntary attrition & internal placements for ALL employees impacted by work transfers. ZERO forced separations. * During 4+-year period reduced budget by more than 27%, while achieving world class benchmarks.

Partnered with other Michelin site leaders and Technical Directors to identify needs, developed the case for change, prioritized initiatives, & executed projects representing significant positive impact to Michelin's Research, Develpoment, and Industrialization (RDI) ambitions. Leveraged waterfall & agile project management methodologies, problem solving techniques (Kepner Tregoe, ADEQUA, etc.), lean principles (DMADV, DMAIC, PDCA), and other methods/tools including, but not limited to root cause analysis, risk management, communication & change management to achieve efficient and effective project outcomes. Results:* Worked with financial teams to re-engineer the planning, budgeting, and forecasting process reducing effort by more than 20%. * Analyzed channels feeding research roles to identify the key factors related to attractivity. Implemented Franklin Covey's 5 Choices, Pulse checks, and made recommendations regarding compensation, benefits, and paid time off flexibility options to corporate HR teams. * Identified pain-points & strengthened the design process to solidify the interconnection between research and market design projects. * Worked closely with Technical Directors to reinforce the project mgt. milestone gates & controls to mitigate risk related to quality characteristics. * Coordinated efforts with cross-functional industrialization teams to improve launch quality, reduce scrap, and ensure process participants were incentivized appropriately to avoid conflicting priorities. * Challenged empowerment & streamlined decision making to reduce industrialization bottlenecks.* Partnered with leaders across multiple countries to develop the roadmap, framework, and the implementation plan for activating lean six sigma with research teams. * Led the development and growth of the ADEQUA (Kepner Tregoe) problem solving network comprised of team members across a broad spectrum of research, design, and industrialization disciplines.

Chief of Staff / Michelin (TCi) North America Executive Leadership Team (Strategic Facilitation Cert. 2013)• Led Michelin's TCi North America Leadership team in progress planning, execution, and active monitoring (including the 5-year strategic plan; progress plan/annual plan; objective development; and the portfolio of progress and efficiency initiatives, connecting the strategic vision to tactical and operational execution.• Organized and facilitated cross functional strategic planning sessions with executive staff, led progress meetings, designed monitoring processes, and ensured sustained results through an effective change management approach.• Led multiple organizational transformation projects/initiatives, which contributed over $21M USD direct positive impact to the bottom line.(November 2010-October 2013)Project/Progress Manager - PMP Certification (PMI Institute - December 2010)• Co-developed the TCi Progress Management Office and served as APC in support of strategic planning, workshop facilitation, project mgt, training, coaching/mentoring, reporting, and assessment. • Led the project to redesign the TCi project management methodology, developed the project methodology training/assessment/execution plan, trained steer co, project owners, leaders, and team members 2010-2013), and served as project coach/mentor to project leaders assuring project mgt. quality. (November 2010-June 2012)Project/Progress Mgt. Lead (Project Management Office (PMO) • Working with KPMG, led and facilitated multiple business process transformation projects positively impacting financial/internal controls, inventory accuracy, purchase to pay, and master data synchronization. Served as change agent and project evangelist in support of organizational change while interacting closely with functional owners including Supply Chain, Division/Business/Field Operations, Information Technology, Development, ISIT, Purchasing, and Accounting.(May 2009-November 2010)

Executive council member interacting with executive-level colleagues in other Fortune 500 organizations to identify challenges and opportunities, share innovative ideas and results, learn from others, and contribute in ways to help others. Seeks to continually leverage research, trends, insights, and “genuine ideas” to inspire and shape our organization.

Business Process Program Office - Led and facilitated IT, supply chain, operations, and order management business process improvement projects for global $2B organization.• Served as catalyst and change agent in terms of Supply Chain business processes. Identified, specified, and supporting business process re-engineering projects supporting 22 global business units and 21 global sales locations.• Built, engaged, and led high performing cross-functional teams. • Worked closely with project leaders to prioritize needs, define requirements, and develop solutions for existing and new processes (DMAIC / DMADV). • Created metrics, KPIs, and framework(s) to monitor and control business and technical solutions leveraging lean and six sigma methodologies.• Utilized current state and future state process maps and PowerPoint presentations to covey complex solutions to non-technical stakeholders. • Adopted and implemented case management and IT change control system for improvement tickets, project initiation, resource and cost tracking, and status reporting.• Created automated workflows to increase consistency, streamline activities, and improve the repeatability of processes. • Implemented and maintained Microsoft SharePoint sites and sub sites for global project collaboration purposes.• Created roadmaps and business cases supporting make versus buy decisions.Results:• Developed "perfect order" criteria enabling teams to eliminate delivery waste est. in excess of $2M.• Documented and optimized SAP intercompany transfer process and created an automated "early warning" monitoring system leading to 15% improvement in intercompany transfer efficiency. • Demonstrated results with site leaders and successfully achieved buy-in to adopt standardized template.

Developed the go to market strategy, marketing materials, product plan, and sales operations process for professional services organization. Specialized in wireless networking and security hardware and software for DoD agencies, prime contractors (General Dynamics, CSC, and Harris), and OEMs across a range of product categories including medical devices, video, remote access, and others. • Developed relationships with prime contractors, OEMs, and potential customers through a variety of consultative sales and marketing methods and venues. • Promoted professional services capabilities and networked with key organizations at conferences and trade shows.• Managed the development of marketing and creative in support of company’s professional services• Developed marketing strategy comprised of advertising, direct mail, press releases, web site optimization, online advertising, 3rd party liaisons, and trade shows to grow company’s professional services sales. • Identified markets and targeted new product development opportunities domestically and abroad. • Participated in sales and technical conference calls to support customer needs and questions• Reviewed statements of work, task orders, contracts, and professional services agreements. • Passed National Security Agency full scope background investigation in support of TS/SCI+polygraph US security clearance

• Identified markets and targeted new product development opportunities domestically and abroad• Developed database and processes leading to integrated sales, forecast, and improved customer relationship management (CRM) • Developed relationships with customers, led sales process, monitored sales funnels, and made presentations to Tier1 clients• Attended industry trade shows and networked with industry colleagues and prospects• Reviewed statements of work, agreements, and contracts

Managed multiple groups including Packaging Engineering, Procurement, Technical Publications, Service Parts, CAD Illustration, and Internal Distribution within global $5B manufacturing and distribution company.• Supervised 19 direct reports, conducted staff performance evaluations and made employment decisions• Implemented forward-thinking principles and practices resulting in increased efficiencies, cost savings, and continuous process improvement. • Led multiple cross functional teams in adopting, evangelizing, and implementing new technologies to maximize organizational efficiency• Assisted in SAP migration activities, training, and change planning/management• Oversaw multiple off-site divisional groups and interacted closely with domestic and off-shore locations. • Built relationships with company groups including, UL/CE/FCC regulatory, sales, engineering, product safety, and customer service

Responsible for managing Product, Marketing, and Engineering development projects and activities.• Designed and implemented product lifecycle, roadmaps, and checklists to maximize organizational efficiency and consistency in product development practices.• Built close relationships with OEMs, Private Label companies, distributors, and resellers resulting in increased product adoption and placement. • Implemented support team database (CRM) and utilized customer feedback to define new "customer driven" products and feature enhancements.• Transversely managed software and hardware design teams and actively managed project plans ensuring on-time milestone and project completion.• Increased new product introductions by 300% while reducing rework• Managed relationships with third party distributors in the US and overseas.• Traveled domestically and internationally to provide training and product support to large resellers and distributors (Black Box, Industrial Computer Source, Omega Engineering).• Led continuous process improvement activities and successful ISO9000-2001 certification outline.

Responsible for developing product and marketing strategies, including digital and print materials in support of products including sync/async communications and I/O boards, digital I/O and relay I/O boards, USB, and ethernet I/O.• Developed and launched company's first Website leveraging self-taught HTML programming, graphics design, and technical writing. • Developed technical products catalog for direct mail and technical reference purposes.• Developed a variety of digital solutions including installation CDs to reduce printing costs. • Developed pricing strategies, discount scales, and sales quotas.• Developed marketing communications and managed marketing budget comprising advertising, print and online catalogs, press releases, white papers, website content, online newsletters and trade shows.• Managed relationships with external service agencies and provided support for special projects.• Managed company website design; created software installation CD development projects.• Closed sales with Fortune 500 companies, government agencies, and private label accounts.