• Directed People Strategy and HRBP support across a 650+ employee PE-backed organization and two-site environment, aligning role clarity, governance, manager accountability, employee lifecycle execution, and operational follow-through to business needs. • Resolved employee relations matters, investigations, documentation issues, performance concerns, policy questions, and sensitive people decisions while reinforcing consistency, risk awareness, and defensible outcomes. • Diagnosed operating friction across decision rights, manager follow-through, role ambiguity, HR process gaps, employee experience, and team structure, converting findings into practical leadership actions. • Built manager documentation, performance guidance, onboarding resources, HR process materials, and communication tools that strengthened consistency across employee conversations and people decisions. • Reconfigured UKG workflows with Talent and HRIS stakeholders to improve process alignment, system usability, reporting visibility, recruiting handoffs, and hiring manager experience. • Analyzed Culture Amp feedback, employee concerns, manager input, and people trends to surface engagement, communication, and process improvement opportunities.

• Steered global workforce change execution across financial services, including restructures, role impacts, redeployment activity, site closures, WARN-related coordination, and high-risk employee transition planning. • Counseled HR, Legal, Finance, business leaders, and project teams on people-risk decisions, governance, employee communications, timing, documentation, and stakeholder alignment during sensitive workforce actions. • Developed manager toolkits, talking points, FAQs, SharePoint materials, tracking resources, and employee communications that gave leaders clear, consistent guidance for difficult conversations. • Evaluated organizational impacts across structure, roles, capability, compliance, retention risk, immigration-related considerations, and post-change operating needs to sharpen decision quality and reduce execution risk. • Accelerated HR process adoption through ServiceNow coordination, Oracle HCM user feedback, documentation upgrades, change readiness planning, and coaching for HR partners and managers.

• Advanced workforce planning, org design, talent development, and engagement actions for Data Analytics, Engineering, and Marketing leaders across U.S. and European teams. • Shaped workforce and talent planning recommendations from skill gaps, role clarity issues, succession risk, engagement feedback, retention trends, and future capability needs. • Equipped leaders to address performance, employee relations, development, org design, and team effectiveness matters while balancing business outcomes, employee experience, and governance. • Facilitated talent, performance, and succession discussions that expanded leadership visibility into capability gaps, development priorities, and workforce risks across distributed teams. • Delivered measurable people outcomes through targeted HRBP action, contributing to a 25% engagement increase, 15% attrition reduction, and 15% improvement in goal attainment.

• Strengthened onboarding, performance expectations, manager capability, engagement, retention, and employee experience for Sales, Marketing, Product, and Engineering leaders in a remote technology environment. • Designed 30/60/90-day onboarding guidance and manager enablement resources that increased new-hire ramp, accountability, role clarity, and early performance conversation quality. • Surfaced engagement, retention, onboarding, and role-fit risks through employee feedback, manager input, performance patterns, and engagement data, then translated findings into targeted actions. • Standardized clearer performance standards and manager expectations, replacing inconsistent evaluation practices with stronger talent, development, and accountability conversations. • Increased onboarding satisfaction by 25% and reduced time to productivity by 20% through stronger structure, manager checkpoints, and practical new-hire experience practices.

• Consulted with leaders and clients across multiple industries on HR strategy, employee relations, performance management, compliance, onboarding, compensation cycles, policy application, and employee lifecycle processes. • Established performance management and compensation cycle structures for clients lacking formal frameworks, creating repeatable processes, communication plans, manager guidance, and documentation standards. • Translated client requirements into ADP Workforce Now workflows, launch plans, reporting needs, manager self-service processes, and adoption strategies during HRIS implementations. • Synchronized HR, Payroll, IT, and Finance stakeholder input to resolve roadblocks, maintain implementation momentum, strengthen process consistency, and increase system utilization. • Codified scalable HR workflows for onboarding, performance reviews, compensation planning, compliance tracking, manager self-service, employee data management, and workforce reporting.