Helping executives, entrepreneurs, and leadership teams elevate performance through practical, results-focused coaching and culture transformation. Built a nationally recognized leadership and business growth practice serving clients across industries. Delivered executive coaching, leadership development, and mastermind programs that drive measurable profit and engagement gains. Known for blending clarity, accountability, and execution with people-centered leadership principles.

Top Human Resources official for $2B national public homebuilder. • Developed comprehensive, integrated talent program to build a team that drove strong, sustainable business results - • Talent Assessment and Planning – o created an in-house Strategic Talent Analysis tool to complete formal analysis and strategy process twice annually including internal/external business analysis, performance and potential evaluation, identification of bench and high potential employees, current and future organizational structure, and key position succession planning o resulted in returning the business to profitability in 2010 (one of first national homebuilders to do so), doubled annual revenue leading to a 400% stock price increase, filled 67% of business unit leader positions internally (75% excluding acquisitions), and 20 senior executives were promoted via the program • Leadership Development – o collaborated with COO and Regional Leaders to develop a leadership framework, using the company’s core values, defining the traits of a successful leader to inform hiring, evaluation, and employee development decisions o trained more than 200 leaders on the new framework resulting in improved retention (50% greater in one year), employee engagement, and an increase in promotions • Talent Selection – o led a team of 18, plus 16 shared, and the in-house talent acquisition team that drove hiring by building a comprehensive selection process incorporating competencies, structured interviewing, and assessments, developing profiles for company fit, creating selection guides for profiles, delivering training on the selection guides, and leveraging assessments for best fit o resulted in 62% of executive positions being filled internally, reducing days-to-fill from 90+ to 45, improving 1-year retention, and driving a 50% reduction in cost per hire • Employee Engagement – o improved employee engagement and reduced turnover 50% by administering a third party engagement survey, action planning based on the survey’s results, coaching employees, training on leadership development competencies, and managing key employee engagement • Drive High Performance – o implemented an individualized approach to employee development by incorporating both competency and experience development into a defined action plan o created an online university with required curriculum driving both cultural and technical skills learning o resulted in better team and business model alignment, improved 1-year retention, increased engagement numbers, and displayed additional ways to support employee development • Change Management – o instituted a framework for change management that sped up and improved effectiveness by leveraging executive engagement, hands-on champions, and influencers • Launched an annual leadership conference, the Leadership Institute, for the company’s top 200 leaders, focused on driving cultural change with sessions educating leaders on the business model, personal development, leadership development, and employee motivation to better morale, internal networking, and communications • Partnered with United Healthcare and other local vendors to implement an award-winning wellness program for more than 2,000 insured participants and consumer driven healthcare programs resulting in a 1% cost increase over 5 years (well below industry norms) • Developed a Championship Sales Culture, sponsored by CEO, COO, and myself, shifting from a control and task-oriented model to a coaching and results-based model with all new job duties, compensation structures, training programs, hiring process, performance evaluation, and recognition methods; resulting in a dramatically different sales team profile, and increased sales, and a reduction in salesperson turnover

Primary Human Resources executive responsible for Southeast Region, including states of GA, SC, NC, VA, and MD. The region included five divisions and more than $680M in annual revenue. • Designed an Accelerated Development Program (ADP) to rapidly grow the future leaders needed to sustain expected growth rates; program was piloted in one division and led to the successful development of two business unit leaders, resulting in ADP being identified as a best practice and launching company-wide • Partnered with Regional General Manager and division leadership to integrate new acquisitions (4 companies in 11 markets and more than 500 employees) and start-up divisions (6 new) into the KB Home business model; divisions were successfully integrated in year one and improved from pretax loss to pretax profit in year two • Owned and implemented the human resources strategic planning process (across 5 divisions and more than 600 employees) including the identification of key business objectives and 3-year business metrics, review of existing organization and performance, gap analysis against the 3-year business plan, assessment of executive talent, identification of high potential employees, and succession/workforce planning; resulting in team improvements, a high level of internal promotions, and an increase in retention

Advanced Human Resources Education Program

University of Michigan - Ross School of Business

2013