Sep 2023 – Present · 2 yrs 6 mos

• Enterprise Talent & Succession Strategy
• Strengthened leadership pipeline (+18%) through Board-level succession planning and executive reviews. Achieved 90%+ one-year and 75%+ three-year retention for top talent. Relaunched talent management with tech-enabled processes and trained 300+ senior leaders.
• Organizational Transformation & Capability Building
• Led multi-phase enterprise redesigns, delivering $86M in SG&A efficiencies, +5.4% Net Sales per employee, and 14% reduction in trapped productivity. Reinvested $15M in strategic capabilities including Commercial Planning, Digital Sales, and Agile Media.
• Talent Acquisition & Workforce Optimization
• Insourced global TA, built offshore teams, and implemented AI-driven platforms—cutting costs by $12M and reducing time-to-hire by 8 days. Modernized job architecture and leadership standards to drive a 34% lift in retention and 21% productivity boost.

Oct 2021 – Sep 2023 · 1 yr 11 mos

• Established the HR agenda that delivered the annual operating plans, and strategic vision across the US CMG BU, Salty BU, Global Supply Chain & Growth offices. Lead a 40-person team comprised of HR Business Partners responsible for Corporate, Manufacturing, Employee Relations, Labor Relations, and Mergers & Acquisitions.
• Key Accomplishments
• Led M&A integration across talent, org & processes for acquisitions to establish a new division. Charted a roadmap for further leadership and capability building in Sales, Marketing, and Strategy. Designed operating model and change management approach that resulted in 95% retention of key talent
• Designed and led an intervention for the US Commercial business to ensure transparency on the demand and supply dynamics across the 2021 US CMG business, prompting process improvements, ways of working efficiencies, and the delivery of a maximized growth plan (shifting forecast from -1% to +1% NS) during supply chain constraints and forecast volatility. Included 2 key executive transitions.
• Overcame union organizing efforts in Stuarts Draft, VA facility, onboardednew leadership team and navigated 8-week campaign management.

Apr 2018 – Oct 2021 · 3 yrs 6 mos

• Member of the US and Growth Office Leader Teams, representing $8B of the company’s total revenue. Owned the executive succession and talent management for critical roles across Sales, Marketing, Digital, Innovation, Consumer Intelligence & Strategy. Executed Team assessments and effectiveness efforts to build high-performing teams.
• Key Accomplishments
• Led all aspects of diagnostic, design and implementation of several phases of organization redesign and critical capability building to reset the US business from -1% NS in 2017 to +5% NS in 2020. Key capabilities designed include Commercial Planning, Digital & Omni-channel Sales, Strategic Revenue Management, Agile Media, and Product Lifecycle Management
• Led a team of 15 HR professionals to organize and respond to COVID-19 employment conditions while keeping all employees fully employed, creating leave and safety protocols and ensuring high employee engagement during the height of the pandemic.

Aug 2016 – Mar 2018 · 1 yr 7 mos

• Accountable for the development and delivery of consulting capability within a 12-person team of HR Manager and Sr. Manager level talent supporting all Corporate & US Commercial functions at The Hershey Company (~1500 employees). Execution of annual HR processes across corporate and US including performance, compensation, talent and workforce management for optimized efficiency and development of the functions and people. Collaborate with COE’s on key design elements of annual processes based on delivery and business needs. Ensure high value strategic HR projects are prioritized and performed by HR Consultant team. Coach and develop the team for succession and performance – integral talent source for HR organization.

Oct 2015 – Aug 2016 · 10 mos

• Accountable for the creation of the HR strategy for each corporate function through analytics and insights from talent metrics, stakeholder engagement, organizational diagnosis and Executive Committee consulting.
• Key Accomplishments
• Develop a strategic Workforce Plan that leveraged people and capability development as well as delivering G&A savings of 1% year over year.
• Led the creation and implementation of high performance teams in the leadership of R&D, Finance and Marketing

Jan 2015 – Oct 2015 · 9 mos

• Led HR workstreams associated with a company-wide reorganization inclusive of talent selection, transition programs and services for separations, data management and system updates, as well as engagement and communication strategies. High level and broad reaching stakeholder management responsibilities for the HR function as well as the cross-functional business and functional support leads associated with the reorganization.

Feb 2013 – Jan 2015 · 1 yr 11 mos

• Installed incremental Diversity Business Resource Group to attract, retain and accelerate the development of Veteran Talent across Hershey

Jan 2012 – Feb 2013 · 1 yr 1 mo

• Business Partner Support of Global Operations Engineering and Quality, Regulatory & Compliance teams. Supported Labor Relations initiatives, including contract negotiation, arbitration preparations and legal documentation. Lead key talent initiatives to address diversity and technical gaps for future capability growth. These initiatives include corporate-wide Military talent acquisition and internal infrastructure programming and strategies, as well as Maintenance workforce planning through educational and apprentice program development and execution.