Management Human Resources

HUMAN CAPITAL STRATEGIST and PRACTITIONER

Agile, Forward-Thinking and Results-Driven HR Strategist and Practitioner with over 12 years of global experience and a passion for developing and delivering human capital solutions essential to creating a competitive advantage and building and sustaining a high performing workforce. Highly skilled at translating an organization’s mission, values, and business objectives into a fully aligned HR strategy and agenda that improves capabilities and drives performance, profitability and engagement. Successful leader, change agent, and relationship builder with strong influencing skills. Uniquely adept at leveraging rigorous analytics and performance metrics to achieve business objectives and forecast future needs.

• Global Strategic Planning & Execution

• Talent Management & Workforce Optimization

• Organizational Effectiveness

• Employee Relations

• Compensation Design & Administration

• Leadership Development

• Pre- & Post- Merger/Acquisition Due Diligence & Integration

• HR Compliance

• HR Service Delivery

• Change Management

• Project & Performance Management

• Business & Workforce Analytics

PROFESSIONAL EXPERIENCE

AETNA, New York, NY

May 2009 – September 2011

(Global provider of a broad range of traditional and consumer-directed health insurance products and related solutions/services)

Director / Human Resource Business Partner, (Business Clients – 750 to 2000 Employees; $600M to $1.2B in sales)

Developed and implemented human capital strategies and solutions required for successful execution of the business client’s strategy by applying strong business acumen and a comprehensive book of human capital expertise. Provided full spectrum of HR consulting and support to ensure alignment of organizational and individual performance with the business unit and parent’s mission and targets. Utilized a data-driven approach to evaluate the success of HR initiatives and to anticipate future needs.

• Delivered core strategy and specific action steps after conducting an organizational effectiveness assessment for high growth subsidiary to decrease high employee turnover, improve morale and productivity, and transition organizational culture. Turnover reduced 25% and Employee Relations incidents reduced 30% within 3 months.

• Re-defined Top Talent given organizational strategy requirements and achieved 100% retention during downsizing in company and industry through succession, performance, and talent retention programs and processes.

• Maintained cost savings of 15-25% of budget by revamping the talent requisition process, improving organizational budget reporting and monitoring, and redefining hiring prioritization in light of organizational objectives.

• Spearheaded the review and revision of all business processes and reports across client to ensure alignment with new matrix organization structure and improve organizational effectiveness. Facilitated cross-functional meetings and on-going dialogue to shift culture and define a common vision in light of the new structure and goals.

• Identified an intellectual property risk and created a plan to address. Convinced key stakeholders of need to adjust philosophy and policy given uniqueness of the business client. Plan adopted and implemented by parent within 30 days of recommendation, resulting in unquantifiable intellectual property and talent retention savings.

BOOZ & COMPANY, Washington, DC, Abu Dhabi (UAE) and New York, NY

June 2007 – May 2009

(Formerly Booz Allen Hamilton. Global strategy consulting firm partnering with private, public and non-profit clients)

Associate, Human Capital Management Practice

Provided clients with thought leadership and evidence-based solutions for managing human resources and maximizing workforce and HR operational performance. Solved complex business issues by redefining human capital and how it is managed and measured addressing the critical elements of organizational effectiveness, including strategic workforce planning and analytics, talent and performance management, culture, communications and change management, and organizational design.

• Served as team lead for a project in Abu Dhabi (UAE) to re-purpose a governmental entity’s workforce against a new strategic and operational vision and successfully designed the new operating model, roles, processes, and programs needed to support the transition.

• Re-engineered a US-based manufacturing organization’s global HR programs, policies, and service delivery model to achieve 40% desired cost savings after the company’s purchase by a foreign entity.

• Evaluated the effectiveness and developed a revised talent strategy with supporting programs for a financial institution seeking to transform its call centers from a service oriented organization to a high performing sales and service organization.

• Partnered with a pharmaceutical company to enable acceleration along the efficiency curve post-merger leveraging synergies in HR operations and talent management programs given the merged companies new strategic vision.

BRUNSWICK CORPORATION, Lake Forest, Il

April 2002 – May 2007

(Fortune 500 manufacturer and retailer of recreational products; approx. $5.9 billion in sales; 26,000 employees globally)

Human Resource Process Manager

August 2004 – May 2007

Analyzed HR-related processes enterprise-wide and determined how processes should be arranged with an emphasis on eliminating redundant tasks, standardizing, automating and reallocating resources to more productive HR endeavors. Served as systems integrator for Oracle and ADP implementation defining strategy, developing system requirements, designing and prototyping, testing, identifying and conducting training, and defining support, implementation and performance metrics. Developed policies, procedures, and training tools to improve HR compliance and controls related to operational discipline. Drove the HR pre-acquisition due diligence activities and post-acquisition integration strategy and process.

• Managed the re-engineering of all employee life-cycle processes, including recruiting, on-boarding, compensation and performance management, LOA, termination, workforce and succession planning, leveraging the use of technology.

• Served as functional lead for an Oracle HRMS implementation ensuring the database design addressed important aspects of data collection, organization, utilization, and analysis given varying HR data sources and flow, and reporting and security needs.

• Developed and implemented an international HRMS job coding structure given data element inter-dependencies, resulting in improved data integrity/consistency and facilitating reporting, forecasting and workforce planning capabilities within and across Divisions resulting in the company’s first enterprise-wide HR performance dashboard. Reduced the overall number of job codes enterprise-wide from 12,000 to 900.

• Identified through system and data tracking and analysis HR skill/knowledge gaps and program inefficiencies impacting a particular audience and designed and managed solutions to address learning and program gaps.

• Provided strategic human resource leadership and counsel on Shared Service start-up, Self-Service implementation, development of HR intranet, and other continuous HR organizational, process, and technology improvements.

Sr. Compensation Specialist

April 2002 – August 2004

Managed the design and maintenance of the company’s compensation policies, annual review processes, annual report and proxy statement preparation, data systems and international assignment program. Oversaw direct and indirect compensation administration and research and provided internal compensation consulting services across all Divisions in areas such as executive compensation, sales compensation, hourly and piecemeal pay, and variable pay. Ensured effective day-to-day management and communication of programs and policies in light of company objectives and compensation philosophy.

• Designed and implemented a broad-banding compensation system impacting over 300 locations across a dozen divisions, in more than 40 states to align with company goals and facilitate employee movement enterprise-wide.

• Redesigned the international assignment philosophy, program, policies and procedures including managing the full outsourcing of program administration ensuring program alignment with company/people strategy.

• Developed a point factor job evaluation tool and combined with multi-variable regression analysis to quantitatively evaluate job worth based on degrees of compensable factors supporting people strategy and compensation philosophy.

• Coordinated, administered, and supported various compensation programs including, Board of Directors Compensation, Deferred Compensation, Equity Awards, Cash Incentives, and International Compensation.

THE HAY GROUP, Chicago, Il

August 2000 – March 2002

(Global management consultancy with over 7,000 clients in private, public and non-profit sectors)

Consultant, Executive Compensation and Management Consulting Practice

Provided expertise and support on consulting assignments in a broad range of industries on issues in executive compensation design and governance, employee pay, performance and development. Partnered with organizations on projects in strategic HR areas including organizational effectiveness, HR capability assessments, and the design of competency models and human capital management programs to effectuate the organization’s strategies and business objectives.

• Conducted compensation, financial and performance research and data collection utilizing public and confidential sources for peer group development, competitive analysis, benchmarking and the design of compensation philosophies that align with strategic objectives, performance requirements and talent needs.

• Evaluated short-and long-term cash and equity plan mechanics to improve the linkage between pay and performance while managing tax and securities laws, compliance regulations, accounting standards, and administrative ease.

• Identified core and technical competencies through behavioral interviews and focus groups and developed competency models.

• Performed organizational capability assessments examining operating models and work systems and redesigned as needed.

EDUCATION, CERTIFICATIONS and TRAINING

JD/MBA, The George Washington University School of Law and The School of Business & Public Management

BS, Applied Economics and Business Management, Cornell University

• SPHR, Senior Professional in Human Resources

• GPHR, Global Professional in Human Resources

• CMS, Compensation Management Specialist, from The Wharton School of Business & The International Foundation of Employee Benefits

• Lean Six Sigma Green Belt Training, from Brunswick Corporation

PROFESSIONAL AFFILIATIONS

• Society for Human Resource Management (SHRM)

• American Bar Association (ABA)

• Workforce Management Institute (WMI)

• The Human Capital Institute (HCI)

• Project Management Institute (PMI)

• Int’l Society of Certified Employee Benefit Specialists (ISCEBS)

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