Experience

RAC Leadership

• United States
• Business Consulting and Services
• 1 - 100 Employee

• Managing Principal

  • Jul 2019 - Present

  RAC Leadership is a boutique consulting firm specializing in high-impact offerings designed to help leaders become even more effective in a world of accelerating change. Leads firm-wide strategic planning and talent management. Role includes capability building, business development, marketing, partnerships, project design, service delivery, and client management. Supports senior executive clients and projects in a number of industries including technology, entertainment, and financial services. KEY ACCOMPLISHMENTS: • Developed business plan, financial modeling, operating model, marketing plan, pricing model, partner strategy, delivery resources, and expanded offerings to help launch the firm. • Designed and delivered successful coaching and diversity programs for more than 70 high-potential executives in two large financial services firms. Delivered dozens of coaching, assessment, competency, and leadership development projects. • Currently manage RAC’s talent pipeline, including sourcing and screening talent as well as developing skills and building delivery capability in a team of 22 consultants. Show less



Hitachi Vantara

• United States
• IT Services and IT Consulting
• 700 & Above Employee

• Vice President, Global Talent

  • Mar 2017 - Jul 2019

  Led a global team of 49 employees supporting the enterprise through talent acquisition, talent management, employment branding, people analytics, performance management, leadership development, survey research, and employee engagement. KEY ACCOMPLISHMENTS: • Dramatically upgraded Talent Acquisition team and processes. In two years, hiring volume was up 52% while cost per hire was 47% lower than the tech industry average, time to fill 21 days faster than agencies, and hiring manager satisfaction increased double digits. • Installed new ATS, employee referral program, and global internship program. • Introduced a digital media strategy including active management of social media and recruiting platforms as well as developing an employee value proposition and new careers page. • Tripled leadership development offerings and re-introduced competencies, talent planning, executive coaching, and assessment tools. • Created consultative HR analytics function with standardized reporting to support workforce planning and business reviews. • Led talent management and development initiatives to support the company transformation. Show less



Hewlett Packard Enterprise

• United States
• IT Services and IT Consulting
• 700 & Above Employee

• Vice President, Talent Design & Measures

  • Nov 2015 - Nov 2016

  Developed, piloted, and curated the strategies for new talent tools, approaches, and processes for the newly launched Hewlett Packard Enterprise acting as the R&D group for HR practices. Scope of the team’s work included talent management, performance management, assessment, coaching, competency modeling, and survey research for the company. KEY ACCOMPLISHMENTS: • Designed and implemented talent and performance management processes, tools, and training leading to alignment with the business needs of the new company. • Conducted a successful company-wide employee survey for over 200,000 employees with intricate and accurate reporting and analyses while reducing survey process issues by 50%. • Overhauled and streamlined assessment, coaching, and competency modeling processes resulting in increased quality of the tools while improving user experience. • Updated recruiting interviews, quality of hire measures, competency models, and 360 tools resulting in tools that matched the new business strategy and culture. • Drove companywide transition from a centralized talent COE model to HR business partner-delivered services resulting in adoption of a decentralized model in two months. • Partnered with five business units to design and manage their reorgs, including org structure changes, project planning, communications, and new leader and team development. Show less



HP

• Azerbaijan
• Online Media

• Vice President, Global Talent & Leadership Development, PPS Group

  • Oct 2012 - Oct 2015

  Led a team of six talent and program managers driving global executive succession, talent management, performance management, recruiting, selection, and leadership development. KEY ACCOMPLISHMENTS: • Reduced recruiting costs by driving executive talent reviews and quarterly talent discussions, leading to a shift in internal executive hires from 33% to 76%. • Doubled the number of executives with succession plans in one year from 43% to 85%. • Built and ran monthly pan-PPS talent boards, resulting in 12 executive placements in 14 months. • Drove talent plans-of-record for all 13 PPS business units, strategically placing 16 executives. • Built and implemented processes for executive career and development planning, role readiness, selection, repatriation, on-boarding, coaching, and internal sponsorship. • Managed the PPS performance management process including goal setting, performance and development conversations, executive goal setting, metrics, and analytics. Show less



Bank of America

• United States
• Banking
• 700 & Above Employee

• SVP, Leadership Development

  • Jan 2010 - May 2012

  Drove leadership and organization development processes supporting regional leaders in the Global Commercial Banking business. Processes included training and development programs, talent and succession planning, performance management, personality and 360-degree feedback instruments, coaching, surveys, organization development, and on-boarding practices. KEY ACCOMPLISHMENTS: • Partnered with the Commercial Banking unit to restructure and re-launch its Business Banking platform into a high-growth, $1.5 billion segment. Show less



PDI Ninth House

• Vice President, General Manager

  • Oct 2001 - Dec 2009

  Led all aspects of operating territory performance for a diverse market spanning eight US states and five Canadian provinces. Role included P&L management, driving revenue, profitability, market penetration, efficiency, service delivery, and client satisfaction. Managed staffs ranging from 14 to 30 team members across sales, operations, and consulting roles. Supported senior executive clients in a number of industries including software, high tech, aerospace, telecommunications, engineering, financial services, and retail.KEY ACCOMPLISHMENTS:• Maintained strong office revenue and profitability for nine years, averaging $3.3 million in billings.• Exceeded billings goals while operating 20% under budget, even during recession years.• As the interim general manager in San Francisco (2007-2008), turned around a deteriorating office while leading the search for a permanent successor; increased office revenue 43%, from $2.7 million the previous year to $3.8 million.• Hired and developed strong talent (13 of my team members were promoted during my tenure).• Developed a pervasive culture of innovation and quality, developing and piloting several process improvements later adopted by the larger firm. Show less

• Senior Consultant

  • Jun 1995 - Oct 2001

  Delivered a variety of services to clients, including assessment, competency modeling, and coaching for managers and executives. Acted as Assessment Practice Area Champion and was responsible for designing a variety of large-scale leadership development solutions as well as managing the day-to-day delivery of assessments.



Hughes Aircraft Company

• Aviation and Aerospace Component Manufacturing
• 100 - 200 Employee

• HR Consultant

  • Oct 1990 - Apr 1995

  Responsible for managing all aspects of various employee research, organizational assessment, and organizational change projects. Work included contracting, proposals, research design, focus group facilitation, and coordination of external resources and consultants. Responsible for managing all aspects of various employee research, organizational assessment, and organizational change projects. Work included contracting, proposals, research design, focus group facilitation, and coordination of external resources and consultants.