Talent and DEI Consultant

• 2021 - Present

Vice President, Hearst Corporate Talent and DEI Strategy

• 2018 - 2021

Hearst is a global, consumer media and healthcare technology company, with 20,000 employees and 11B in annual revenue. As VP, DEI & Talent Strategy on Hearst's corporate talent team, I developed and implemented DEI-focused talent acquisition and development programs. Built a Talent Pipeline of 1,000+ diverse candidates through partnerships with ALPFA, Howard University, Baruch College, Chronically Capable, Anitab.org, and other diversity-focused communities. Hired 50 Pipeline candidates in 18 months. Developed and led the partnership strategy for Hearst Television, Newspapers, and Magazines with NABJ, NAHJ, AAJA, and NLGJA, increasing awareness of the breadth of career opportunities at Hearst and the number of job applicants. At NAHJ I assembled a panel of Hearst journalists and editors to discuss obstacles and opportunities to increase the number of Hispanic journalists. Hearst experienced a spike in NAHJ member applicants and, the event highlighted and celebrated Hearst's Hispanic employees and ERGs. Created a strategic partnership between Hearst and Howard University, to reimagine its iconic newspaper, The Hilltop. The teams re-engineered the site, ran digital storytelling workshops for 250+ students and faculty, and identified new revenue streams. After presenting to the university’s dean and provost, the Hilltop team received a significant funding boost. The paper was successfully relaunched during homecoming weekend. Hearst’s pipeline of Howard University talent doubled in 12 months and graduates were hired across Hearst businesses, including the prestigious Hearst Journalism Fellowship. Led Hearst's 2020 partnership with the T. Howard Foundation. As companies scaled back summer internships, we doubled our class size, engaged 100+ Hearst employees in the experience, and, hired 25% of our interns. Net Promoter Scores for the program were 9.5 out of 10. At the end of the summer, Hearst was invited to join the T. Howard Foundation Board.

Chief People and Diversity Officer, iCrossing

• 2015 - 2018

iCrossing is a digital media agency with 900 employees in 12 offices in the Americas and EMEA. Member of the global leadership team responsible for driving transformation across Crossing from a media agency to a full-service, creative marketing agency. Led and developed a 10-person global talent team. Designed engagement surveys, analyzed data and, created action plans to expand instructor-led and virtual L&D programs, introduced lattice career paths, mentoring program, and an annual global volunteer experience. These programs contributed to a 15% year-over-year increase in engagement. Developed and led the agency's first DEI strategy that included leadership and employee communication and education, ERGs, goals and metrics, and a speaker series that featured DEI thought leaders including Jennifer Brown and Arwa Mahdawi. Led annual compensation processes including a pay analysis of under-represented talent and plans to eliminate pay inequities. Oversaw global TA, focusing on strategies to source and hire in-demand digital and technology talent. Implemented Greenhouse, the leading talent acquisition technology. Reduced unconscious bias and improved assessment skills by training TA and hiring managers to use consistent, diverse hiring panels, relevant and consistent hiring criteria, and objective evaluation metrics. Decreased time to hire by 15% in six months.

Global Chief People Officer

• 2008 - 2015

Interbrand is a branding consultancy known for its influential Best Global Brands report. The agency has 1,000 employees in 20 offices in the US, LatAm, EMEA, and APAC. Member of the global leadership team responsible for digital transformation across the organization. $80M annual revenue. Developed people and culture strategies and led a 20-person diverse, global talent team. Introduced talent review and succession-management planning, that focused on key roles, high-potential and diverse talent, and identifying and preparing successors for new responsibilities. The agency promoted employees to lead ten offices, significantly reducing external recruitment costs and risk. Increased employee participation in structured learning by 20% with new partners including LinkedIn Learning, LifeLabs Learning, and Mind Gym. Introduced group mentoring for high-potential employees. Identified development opportunities and personal coaches for current and future leaders. Led global leadership and talent team to redesign the annual performance review to focus on quarterly coaching, feedback, and goal setting. After delivering in-person training to China, South Korea, Japan, and Singapore, the percentage of APAC employees receiving performance and career coaching tripled. Developed a global mobility program that boosted employee transfers by 50%, providing growth opportunities and retention strategies for employees in offices including Singapore, Shanghai, Paris, Zurich, London, San Francisco, and New York. Led talent and marketing teams to create and execute a social media strategy that increased Interbrand's LinkedIn Talent Brand Index by 60%.

VP, Human Resources

• 2001 - 2008

Jack Morton Worldwide is a global experiential and digital marketing agency with 600 employees in the US, LatAm, and EMEA. $50M revenue. Hired to design and staff the first HR and Recruiting team to support 5 offices and to guide the agency navigate a shift from tactical event production to strategic experiential marketing. Managed a team of 10, HR, recruiting and, operations professionals. Led all people and culture initiatives to create a less hierarchical, more people-centric culture. Redesigned sales commission plans to allow for more equitable distribution of variable compensation and reduce overall compensation costs by 10%

Consulting Manager

• 1997 - 2000

Recruited to Accenture’s BPO technology practice to pitch new business and lead client relationships. Produced first global performance management and compensation analysis ($420 million) of 11,000 employees in 20 offices which led to greater consistency in policies and processes across the Americas, EMEA and APAC. Developed change-management, communication, and workforce-integration plans to transfer and onboard 1,000+ employees. Recruited to Accenture’s BPO technology practice to pitch new business and lead client relationships. Produced first global performance management and compensation analysis ($420 million) of 11,000 employees in 20 offices which led to greater consistency in policies and processes across the Americas, EMEA and APAC. Developed change-management, communication, and workforce-integration plans to transfer and onboard 1,000+ employees.