Hired to provide strategic HR leadership as company emerged from bankruptcy under new Private Equity owner

• Revamp talent management processes to build bench strength and provide org. development
• Outsource benefits administration saving $135,000 annually
• Rebid benefits programs saving $92,000 in 2021
• Build/redesign HR processes and lead selection and transition to new HRIS saving $91,000 annually
• Lead design of new CEO on-boarding process, coach senior executives while restructuring Executive Committee
• Co-lead design of new Mission, Vision, Culture Road Map and Essential Behaviors

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Boutique HR Consulting firm serving Biotech, Consumer Products, Pharmaceuticals, and Technology Industries. Provide Change Management, Diversity & Inclusion, Employee Engagement, HR Function Transformation & Optimization, and Talent Strategy consultation to start-up through mid-sized companies across the US and globally.

• Consulted with pre-commercial biotech startup on human capital plan for commercialization
• Designed and implemented new US Benefits strategy for 12-person Biotech and led change from PEO to ASO model, saving client approx $100,000 annually while reducing employee contributions
• Built Change Management skills development workshop for mid-sized technology company’s HR partners
• Provided Strategic Change Communications consultation to small bio-pharmaceutical company.

Hired to transform and build a global HR function and lead efforts to change the culture. Reporting to the CEO, led a global team of 5 (20 indirect reports) and served as Supervisory Board Member for Elementis Specialties, Netherlands BV.

• Partnering with the CEO, flattened the organization by restructuring the Executive Committee and the company (created global functions and business unit commercial structures)
• Created a unified global HR function (a first for the company) by developing and implementing a three-year, Global HR Strategy that built critical capabilities and improved functional performance
• Served as Executive Sponsor for the successful global implementation of Workday in six languages
• Improved leadership bench strength by 15% by designing/implementing new talent identification and succession planning processes to assess leadership and critical position pipeline
• Redesigned and implemented Short and Long-term Incentives for Director level and above by partnering with UK-based Board Remuneration Committee, and expanded participation in the Short-Term Incentive Plan to include all professional levels
• Successfully directed HR due diligence, internal communication strategy, culture, and talent integration project plan for the SummitReheis acquisition
• Reduced cost by ~10%, and increased benefit coverage by re-bidding/changing US Benefits providers.

Hired to lead an HR Transformation in North America and serve on global HR leadership team. Reporting to the President of NA and Global CHRO, led an HR leadership team of 9 (53 indirect reports).

• Reduced HR spend as Executive Sponsor for HR Transformation that included Policy Harmonization across seven Business Units and implementation of single Time & Attendance system for all US sites, Outsourced Payroll, Recruitment Process Outsourcing, PMO, and Change & Communications
• Ensured consistent policies/processes aligned with Global Philosophy and strategies across Region’s businesses by creating two integrated Regional COE's: Talent Development (Talent Mgt/Acquisition, Learning & Development) and Total Rewards (Benefits, Compensation, Global Mobility)
• Increased bench strength by 25% by assessing leadership and talent pipelines across seven Business Units in Canada and US, and developed strategies to bridge critical gaps
• Led HR function through acquisition due diligence, post-merger integration, divestiture implementation, process re- engineering, and organizational restructuring programs.

Hired to create and lead a Talent Management function for 5000 employee North America region. Reporting to both the Region VP HR and Global VP Talent Management, directed a team of 6.

• Improved leadership pipelines by 39% by assessing the leadership and talent pipelines across six Business Units in Canada, US, and Mexico, and implementing strategies to bridge critical gaps
• Led team that built the regional Talent Management function including process ownership for Performance Management, Succession Planning, Leadership and Employee Development, Diversity, Employer Branding, University Relations and Early Career Development, and Talent Acquisition
• Designed/implemented Accelerated Leadership Development and Innovation program for regional high potential talent
• Addressed demographic issues facing the NA Region and helped fill critical talent pipelines by designing Regional Proactive Hiring and Step Retirement strategies as well as new graduate recruitment program
• Led redesign of new Talent Acquisition function for the NA Region, reducing Time-to-Fill by 21%, improving candidate quality and diversity, and maintaining already-excellent retention

Invited to be part of founding team of Global Talent Management COE. Reporting to the Sector Lead, built strong leadership pipelines for the MD&D global R&D and Supply Chain functions. Designed and implemented global succession planning, leadership development, and executive recruiting processes.

• Achieved a 37% increase in “Ready Now” and “Ready Later” talent pools
• In close collaboration with HR Business Partners, led Talent workstream that restructured the sector supply chain across 67 global manufacturing locations to achieve $2.7Bn in annual savings by 2016
• Accelerated future R&D leaders’ development by designing and implementing dual-track (leadership and scientific) career ladders and collaborating on new R&D Leadership Development program
• Expanded MD&D’s geographic footprint by creating an Asia Pacific R&D hub with locations in China and India (directed new organization design and hired a VP).

Cross-sector development move to lead Ortho Clinical Diagnostic's organizational effectiveness, strategic talent, capability development, and employee engagement. Reported to the WW VP, Managed a team of 2.

• Improved bench strength and created new functions that added Evidence-based medicine capabilities by designing/leading assessment of organization’s global capabilities to deliver strategic plan, and by developing talent management and HR strategies that closed critical gaps
• Led assessment of three high-priority new products (two were moved forward) by overseeing a team that convened 80 top regional leaders to develop new global market adoption strategies.

Asked to join Global Project to direct the workstream that designed J&J’s new HR Service Delivery Model. Reporting to the Global HRLT VP, led a global team of 6, and served as a member of the overall Global HR Transformation Project leadership team.

• Utilized Design Thinking to lead the global design of the new role of HR Business Partner, Talent Management, Total Rewards and Employee Relations COE’s.  Developed new HR competency model and built the foundation of new Employee Experience
• Reduced HR employees’ skill gaps by 60%+, enhanced retention among those were able to gain new skills and improved productivity by spearheading/ implementing a $3.5M project that assessed/developed 1,800 professionals (57 countries, 18 languages)
• Increased HR leadership bench strength and retention by leading the redesign of an HR Leadership Development Program enterprise-wide

Hired to serve as lead HR business partner and management board member for global Johnson’s Baby®, Kids, Wound (BKW) and Skincare franchises. Served three BU presidents and reporting to the VP HR J&J Consumer, managed a team of 3.

• Co-sponsored growth platform that launched new Johnson's Buddies® line of toddler toiletries
• Strengthened WW Johnson’s Baby franchise by successfully integrating BabyCenter.com acquisition into the franchise.

Led the HR function for the North America Region with a team of 12. Established comprehensive corporate HR strategy for all Casio Companies and Retail Outlets in the US, Canada, and Mexico.

• Achieved significant cost savings in facilities management, corporate travel, and security.
• Realigned qualified and non-qualified retirement benefits to enhance portability and reduce cost.
• Reduced marketing company turnover by 22% and improved employee satisfaction scores by 10%.
• Developed alternate dispute resolution process for all employment-related claims for US companies.