Sep 2015 – Dec 2019 · 4 yrs 3 mos · New Jersey

Jan 2013 – Jul 2015 · 2 yrs 6 mos · San Francisco Bay Area

Aug 2007 – Oct 2012 · 5 yrs 2 mos · New Jersey

• Promoted from VP International HR. Report to CAO and lead all global HR activities with 95 professionals supporting 5500+ employees across North America, Europe, Asia Pacific, and Latin America

Aug 2007 – Aug 2010 · 3 yrs · New Jersey

• Reported to Chief Human Resources Officer (CHRO) and led a team of 45 professionals supporting 2500+ team members across Europe, Asia Pacific and Latin America. Served as trusted partner to Presidents of Asia Pacific and Europe – advised on organizational changes, staffing decisions and other strategic matters. Led HR due diligence on acquisitions. Represented company on JV Boards, JV Compensation Committees and Audit Committees (China, India, Japan).
• Objectives:
• 1) Lead HR strategy and change management initiatives to support company's inorganic growth plans in international markets.
• 2) Develop and execute integration and talent plans for joint ventures, acquisitions and divestitures.
• Results – International delivered 3 consecutive years of superior financial results in line with growth targets:
• Led HR strategy on integration of joint ventures in China, India and Japan. All JVs produced results ahead of plan with high retention and engagement scores. Steered change management initiatives, including driving the “winning culture” in each market.
• Ensured high caliber leadership in each International market to drive sustainable growth:
• Executed targeted talent initiatives to strengthen leadership (top two layers), resulting in greater “Leadership Readiness” to execute D&B’s multi-year growth strategies.
• Hired Greater China CEO, CIO AP, CFO AP, and Greater China HR Leader in a competitive and complicated operating structure. Hired CEO, CFO and HR Leader of Japan.
• Worked with COO to appoint a new President of Europe (USA expat). Hired new GMs for UK, Belgium and The Netherlands. Made several changes in second-tier leadership in each European market and held leadership role in the acquisition of companies in Australia and the UK.

Feb 2007 – Jul 2007 · 5 mos · Abu Dhabi, UAE

• Held full HR responsibility for a publicly listed organization. Supervised staff of 14.
• Objective:
• Establish a strong HR function from the ground up to support success of a business that was recently privatized by the UAE government.
• Results:
• Quickly assessed HR needs and established and staffed an effective HR function in 90 days.
• Initiated a competitive reward strategy, which attracted high caliber, multinational talent.

Jan 2005 – Feb 2007 · 2 yrs 1 mo · Boston, MA

• Objective:
• Collaborate with P&G HR teams on talent assessment and successful integration of 5 Gillette corporate functions (finance, communications, strategy & business development, legal, HR) upon acquisition by P&G.
• Acquisition integration results:
• Directed Gillette's Training and Development team through successful transition, and completed transition of all Talent processes and programs (Talent Assessment, Onboarding, Performance Management, Training & Development).
• Ensured on-time training of all Gillette leaders on the new systems.
• P&G transition accomplished on time, and each function “fielded the best team” per objectives.
• Spearheaded diversity strategy and function.

Jun 2002 – Jan 2005 · 2 yrs 7 mos · Boston, MA

• Objective:
• 1) Support 5 direct reports of the global CEO & Chairman (CFO, Head of Corporate Communications & Investor Relations, Head of Strategy & Business Development, Chief Legal Counsel, CHRO) on an aggressive turnaround and functional excellence initiative impacting the entire company.
• 2) Utilize collaboration and strategic influence across a highly matrixed organization to implement a global HR model design (HRBPs, Centers of Excellence, Shared Services) successfully.
• Results – provided the vital HR leadership to support CEO's successful turnaround strategy:
• Partnered with CFO to transform the Finance function globally (2000 employees) into a world-class organization. Cost of Finance fell to 1.1% of sales with a 1000-person reduction in headcount. Finance function led all talent management company-wide and served as a model for other functional organizations.
• Contributed as senior HR Leader to the Global Transformation of the HR model across company, reducing HR costs from 1.2% to 0.8% of sales while improving HR capability in talent assessment, development and strategic partnership.

Oct 1997 – Jun 2002 · 4 yrs 8 mos

• Led a 12-person HR team (streamlined from 24). Recruited 300+ employees and achieved high retention rates in a difficult market.
• Objective:
• 1) Resolve talent recruitment and retention issues for company's 5 businesses in the Former Soviet Union (FSU) and establish a high-performing HR function to support the business.
• 2) Integrate all 5 businesses and set up a world-class Greenfield operation.
• Results – instrumental in FSU becoming the fastest-growing market for Gillette worldwide with double digit growth:
• Consolidated 2 manufacturing sites, 5 warehouses and a commercial office into one state-of-the-art Greenfield operation in St. Petersburg (Governor attended inauguration). Employee engagement was high; facility continues to produce top quality products.
• Successfully integrated 5 separate businesses into one, and drove growth through expansion of Gillette operations in 15 FSU states. New business grew from $50 million $250 million within 4 years, employing more than 1100 employees; and generated tremendous synergy, cost savings, and career opportunities.
• Built a world-class HR function considered one of the top HR functions among multinationals and leading to Gillette's recognition as "Company of the Year" by the American Chamber of Commerce in Moscow (2001).
• Established and staffed a legal entity in the Ukraine.

Feb 1996 – Oct 1997 · 1 yr 8 mos

• Reported to Vice President of HR for International Markets (Latin America, Asia Pacific, Africa, Middle East, Eastern Europe).
• Objective:
• Provide HR leadership and support for 16,000 IBA employees during a period of significant transition following acquisition of Duracell.
• Results:
• Member of HR team on integration of $7.1 billion (8,000+ employees) acquisition of Duracell. Successfully retained 70% of critical talent identified in Duracell in first year. Duracell business continued its double-digit growth in International.
• Implemented Gillette’s compensation strategy across International, enabling retention of superior talent, high performance and continued double-digit growth through consistent and competitive pay practices.

Jan 1992 – Feb 1996 · 4 yrs 1 mo

• Promoted from Compensation & Benefits Manager to HR Director after sudden departures of previous HR Director and Industrial Relations Manager. Directed and strengthened HR function supporting an international division with 150 factory employees and 120 HQ and sales employees.
• Results:
• Established healthy employee relations and improved working conditions in the factory, enabling union and management to overcome longstanding friction. Efforts led to employees disbanding the union. Quality and productivity increased as employees became more satisfied and engaged; company attracted higher quality talent.
• Member of strategic team that reduced infrastructure and costs 25% to better align with revenue. Led change management and people impact associated with elimination of 50 factory jobs, 35 HQ jobs and outsourcing of 75% of the sales force. Kept morale and productivity high.

Jan 1991 – Jan 1992 · 1 yr

Oct 1989 – Dec 1990 · 1 yr 2 mos