Work History

Work History
2015 - Present

Head of HR Transformation

PCI  | ALABAMA, USA 
  • HR TRANSFORMATION: Enabled Poarch Band of Creek Indians to overhaul tribal governance and repair a dysfunctional leadership and operational infrastructure. Eliminated systemic conflicts of interest in support of 6 new ministry positions.
    • Redesigned hiring process, delineated leadership skills gaps, and defined objective criteria for application screening.
    • Redesigned government departments, organizational structure, and responsibility matrix to enable efficiency and effectiveness of scale. Created and implemented strategy for next-level HR transformation.
2010 - Present

SVP – CORPORATE OPERATIONS [2014 – 2015] | SVP – GLOBAL OPERATIONS [2010 – 2014]

VISION CRITICAL | Toronto, Canada              

Recruited to spearhead global operations transformation; subsequently promoted in 2014 to drive corporate business transformation and cultural initiatives. Led 120 person Global Operations team. Positioned company for IPO or exit via leadership of enterprise-wide organizational effectiveness endeavors impacting finance, HR, IT and global payroll administration. Led 26-member global office management/executive assistance teams.

  • CORPORATE TRANSFORMATION: Set the stage for IPO offering and drove corporate operating and service delivery functions to the next level as change champion facilitating shift from service to subscription-based SaaS model.
    • Created strategy and forged team for new organizational development/learning function. Translated vision and goals into team/ individual KPIs and mentored new managers.
    • Refined systems, integration, reporting, and compliance through wide-ranging enhancements to finance, sales compensation, contract management, and software security processes and work flows.
    • Decreased new employee training from 3 months to 2 weeks and offboarding from 2 days to 2 hours.
  • PROCESS IMPROVEMENT: Overcame departmental silos and maximized cross-functional efficiency by identifying, assessing, and executing process improvements to corporate systems and reporting capabilities.
    • Partnered with IT on technology enablement solutions and with Business Operations on ERP rollout and Salesforce optimization. Ensured SOCII and HIPPA audit passes and bolstered help desk response times, SLAs, and KPIs.
  • HR TRANSFORMATION: Upgraded an archaic spreadsheet-based HR infrastructure to a modern and efficient cloud-based system. Revamped broken recruitment process enabling hiring into +100 positions within Q1 and cut time-to-hire from 69 to 23 days. Streamlined onboarding and eliminated errors/miscommunications to reduce hiring readiness from 2 weeks to 2 days.
    • Implemented a full blown HRIS in <6 weeks including historic data for 1.5K employees, payroll/benefits, time tracking, onboarding/offboarding, and self-service. Created executive reporting dashboard to monitor KPIs.
    • Developed and enabled employee engagement survey (ESAT) to benchmark against peer technology companies. Built out engagement, recruitment, and retention metrics/dashboard and improvement plan.
    • Redesigned work flow, rolled out ATS (applicant tracking system), integrated with website/HRIS, and steered execution of talent acquisition tools and reporting. Boosted LinkedIn recruiter ROI via intensive training and weekly usage monitoring. Revamped careers portion of website, corporate LinkedIn profile, and all job descriptions/postings.
    • Partnered with PR team to instigate +15 articles showcasing employer brand, vision, and culture in less than 3 weeks. Held career fairs that resulted in over 220 suitable candidates interviewing in each city on one evening.
  • ORGANIZATIONAL EFFECTIVENESS: Rightsized the Global Operations team to support tripled revenue and expand customer reach +300% without increasing headcount. Improved customer satisfaction from 6.4 to 9.1 over 3 years. Produced a +$250k profit on a breakeven budget, allowing hourly rates to decrease year-over-year and improve corporate margins.
    • Lowered cost of errors >90% through quality improvement and work flow integration of core technologies.
    • Realigned 120-member NA, EMEA, and APAC teams; cultivated low turnover. Introduced high-performance process, discipline, and customer perspective. Employed “localize vs. globalize” Center of Excellence model to optimize scale.
  • DELIVERY TURNAROUNDS: Achieved top company rankings in productivity and employee engagement while reducing delivery times for complex projects by >30%. Lowered turnaround time 50% YOY and an additional 25% the following year.
    • Disseminated quality assurance best practice, instituted coordinator role, eliminated frequent client revisions, standardized data output, and automated repetitive tasks.
2006 - 2010

VP/MANAGING DIRECTOR

DELVINIA GROUP OF COMPANIES  | Toronto, Canada 

Contributed to the rapid growth of $12M data collection business unit with P&L accountability and oversight of facilities, HR, payroll, finance, sales/marketing, business development, IT, and social/cultural initiatives. Managed >25 direct reports and >25 consultants.

  • REVENUE GROWTH: Kickstarted 150% YOY revenue gains from 2008 to 2010, leading organizational effectiveness initiatives to enhance people, process, and technology performance. Improved operational and financial efficiencies.
    • Propelled client base from 15 to 70+ in two years via rapid product development.
    • Leveraged strategic scenario planning to explore diversification and cost management strategies. Presided over the design, evaluation, and leadership of business practices, processes, and systems.
    • Expanded new product development, courting >$1.5M in government R&D funding and tax credits.
    • Streamlined processes and enhanced user experience, recalibrating quality, value, speed, and product range.
2003 - 2005

 DIGITAL STRATEGY CONSULTANT

Self -Employed

Delivered digital strategy, digital marketing, and interactive advertising consulting to companies in multiple industries. Clients included Cossette Canada, Fjord Interactive, Extend Media.

  • ONLINE STRATEGY & PROJECT MANAGEMENT: Improved user experience and streamlined information architecture by identifying and translating business strategies into elegant and simple user flows for complex user processes, informational tools, and marketing initiatives.
1998 - 2002

STUDIO OPERATIONS MANAGER 

GREY WORLDWIDE | Toronto, Canada

Hired to oversee studio operations for Grey Interactive Canada, the digital division of an international advertising company.

  • ACCOUNT TURNAROUND: Reversed the performance of Grey’s Interactive Team to halt multiple missed deadlines and avert major client loss. Overhauled project lifecycle processes from strategy to post-mortem to ensure quality and on-time delivery. Clients included Mars Foods, P & G, e*trade, Amazon.ca, Sunoco, and Rootsair.
    • Redesigned process, created standardized client guides, and rolled out quality assurance and control processes.
  • RECRUITMENT & RETENTION REVAMP: Paved the way for effective and timely recruitment and retention of talented staff while balancing full-time/freelance hiring with ever-changing delivery needs.
    • Developed and rolled out resource-forecasting tools and instituted quarterly resource planning process.
    • Recruited, retained, engaged and managed contract and full-time creative staff and maintained a contract supply database. Designed performance management process to ensure timely feedback.

Education

Education

Skills

Skills

OPERATIONS LEADERSHIP ASSETS

·    OPERATIONS MANAGEMENT

·    BUSINESS TRANSFORMATION

·    ORGANIZATIONAL EFFECTIVENESS

·    CULTURAL REVITALIZATION

·    GLOBAL CHANGE MANAGEMENT

·    STRATEGIC PLANNING & EXECUTION

·    PROCESS IMPROVEMENT

·    LEADERSHIP DEVELOPMENT

·    EMPLOYEE RECRUITING & RETENTION

·    SALES, MARKETING & BUSINESS DEVELOPMENT

·    OPERATIONAL EXCELLENCE

·    STAKEHOLDER RELATIONSHIP MANAGEMENT