Jun 2019 – Jul 2023 · 4 yrs 1 mo · NYC, NY

Apr 2015 – Oct 2017 · 2 yrs 6 mos · Miami, Florida

May 2012 – May 2015 · 3 yrs · White Plains, NY

• Rebuilt the executive leadership team
• Implemented a Talent Management Process across the business
• Established a market based compensation system
• Revised the selection and on-boarding process
• Reduced turnover by 50% while increasing employee engagement scores by 25%
• Led the merger integration of Obela working with Booz & Co
• Developed and implemented company vision of " Share the World”

Jan 2011 – Jan 2012 · 1 yr · Greater Philadelphia

• In 2009, a new private company, FXI was created and it acquired the technology and intellectual property assets of Foamex International Inc. FXI's assets have resulted in being awarded more than 400 patents worldwide. FXI has one of the largest and most diverse foam manufacturing and distribution networks in the industry.

Jan 2009 – Mar 2024 · 15 yrs 2 mos · Purchase, NY

• • Developed and Instructed courses in International Human Resource Management and Human Resource Operations.

Jan 2008 – Apr 2013 · 5 yrs 3 mos · Greater Philadelphia

• There are three key factors that create a successful executive search: Capability, Assessment and Process. Most reputable executive search firms can offer you these elements of service to some degree, but the difference comes through in the actual execution. Big firms can offer capability through the sheer number of searches, and assessment through a team of authorized assessors and/or formulaic processes. Here at BSG Partners, we can offer you capability, assessment and process that is specifically tailored to your business needs.
• We bring experience, not only from a search standpoint, but also significant experience from your side of the desk. In our assessment, we take into account your company culture and values, and how the current market is impacting your business needs. We look at what type of leaders will drive your business and take it to the next level. We always look for creative ways to partner with our clients to achieve the best results for the company.

Jan 2006 – Jan 2008 · 2 yrs · New York City Metropolitan Area

• Leading the design and implementation of a People Strategy focused on organization-wide career enhancement, critical talent management, building strength from diversity and creating an environment of flexibility and choice.
• Developing a high-performance HR leadership team to unite the US Firms in building a single HR channel that creates a single, consistent employee experience across the organization.
• Leading an overall Recruiting Transformation resulting in the more timely, effective and efficient sourcing and placement of over 12,000 annual hires.
• Leading the Performance Management Initiative resulting in the consolidation of eight disparate performance management systems and over 50 competency models into a single process and technology platform.
• Leading the development of a comprehensive Total Rewards philosophy and strategy for all of the Deloitte US Firms to enhance attraction and retention capabilities and ensure performance differentiation.
• Member of the Pension Committee
• Provide a monthly update to the Board of Directors

Jan 2004 – Jan 2006 · 2 yrs · New York City Metropolitan Area

• Reported to the Chief Operating Officer and President; led the HR organization supporting four operating units with revenue of $3 billion.
• Led the North America Restructuring Task Force resulting in the closure of multiple manufacturing facilities and a reduction in the workforce of 20%. Cost savings over 300 million dollars annually.
• Developed and implemented a new product development structure and process that separated base business from new product development and created a commercialization group.
• Implemented a new staffing model for Marketing and Sales.
• Led the Union Negotiation team in 2004. These were the first ever to ratify before expiration with cumulative savings of 6 million dollars annually.
• Established the framework for decision and effects bargaining in North America.
• Standardized the North American Compensation structure aligning 4 operating units into one plan allowing for the movement of employees seamlessly.
• Updated the Board of Directors on a regular basis.

Jan 2002 – Jan 2004 · 2 yrs · New York City Metropolitan Area

• Had responsibility for 32,000 employees worldwide and the following organizations: Global Business Development, Global Research and Development, Global Supply Chain, Global Information Technology and Corporate Communication
• Developed and implemented the integration plans for Regional Technology Centers to coordinate global product development and the transfer of technology.
• Revamped the career development model for marketing professionals. Clearly defined roles and responsibilities, which led to better succession planning and development.
• Established an R&D development program for PhD scientists facilitating cross-functional rotations in marketing and the supply chain.
• Revised the career development process in R&D and Global Information Technology to include a technical and managerial ladder.

Jan 2001 – Jan 2002 · 1 yr · New York City Metropolitan Area

• Human Resources responsibility for $350 million business with 20 operating units and
• Operations in 76 countries
• Developed an organizational structure for regional commercial business hubs in Africa. This structure is being rolled out globally to reduce cost and increase focus on local market execution.
• Developed and rolled out the new product development protocol for the Global Business Center for Innovation and subsidiary Marketing departments. Established roles and responsibilities for innovation.
• Developed and implemented a local talent sourcing strategy for Africa and Middle East with a focus on reducing the number of expatriates. The program resulted in savings of $3 million annually.
• Integrated a new Division President and was instrumental in rebuilding the division team.

Jan 1999 – Jan 2000 · 1 yr · New York City Metropolitan Area

• Accordia was a leading e-commerce solutions provider that provided expertise to create and manage the online experience for customer-facing companies. Accordia delivered sell-side e-commerce solutions for both B2B and B2C businesses including retailers, product manufacturers, service providers, distributors and catalogers with "one-to-many" distribution channels.

Jan 1997 – Jan 1999 · 2 yrs · Greater Philadelphia

• HR Generalist responsibilities for the Chief Financial Officer, Chief Information Officer, VP of Global Research and Development, VP of Supply Chain, VP of Global Business Development, SVP of Law and Government Affairs and VP of Public Relations.
• Responsibilities also included all staffing strategies and initiatives worldwide, relocation, world headquarters job posting and non-exempt and temporary staffing.

Jan 1995 – Jan 1997 · 2 yrs · New Jersey

• • Promoted to Nabisco’s third largest production facility to implement high performance work teams and establish a matrix organization. HR Generalist responsibilities for the Buffalo Milk-Bone facility with three separate bargaining units (BC&T, IAM and IOUE).

Jan 1993 – Jan 1995 · 2 yrs · Greater Pittsburgh Region

Jan 1990 – Jan 1993 · 3 yrs · Greater Houston