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HR and Talent professional with a M.A. in Industrial Organizational Psychology and experience driving large scale organizations through innovation and change. Areas of expertise include Performance Management redesign, Enterprise Culture, Enterprise Dynamic Engagement, Talent Review (9-box), Succession, Career Development, Org. Design, Learning, Talent Acquisition and Selection, Leadership Development, Senior Executive Onboarding and Engagement, Talent Analytics, and Diversity & Inclusion. Excels in the ability to execute with speed while developing strong business relationships within and across the organization.

Professional Experience

October 2017Present

AVP, Talent Management, Learning, and Talent Acquisition

Education Corporation of America
  • Introduce, design, and implement core talent strategies such as systematic performance management, succession, and 9-box that were non existent prior to my leadership, shifting the organization to a talent focused mindset. 
  • Re-invent the Talent Acquisition strategy, implementing core practices and policies that support the efficient and effective hiring of talent across 72+ campuses and all corporate functions. 
  • Manage the acquisition of 14+ campuses into our existing platform including: change management, communication and training, system integration, alignment of key practices in line with multiple accreditor regulations, adoption and migration of existing policies, conduct due diligence and strategic oversight of acquisition related to the people strategy and execution. 
  • Manage 4 remote recruiters, effectively managing 200+ open requisitions at any given time across various geographic and functional areas. 
  • Drive processes, practice, and accountability - reducing and maintaining average time to fill across all FT positions at 29 days or fewer with a consistent 9/10 on "how likely are you to work with this recruiter in the future."
  • Implement and manage to data driven talent decisions including the design and implementation of succession planning data and strategies in TA and KPI management in: quality of hire, time to fill, % requisitions aged, req load per recruiter. 
  • Collaboratively partners with key business leaders to identify and analyze recruiting patterns with market trends, proactively understanding recruiting needs and appropriate pipelining, and adjusting hiring practices to adapt to changing business needs as they arise. 
  • Design, implement, and execute scaleable leadership development programs such as the Leaders Executive Action Program and the ELEVATE rotational program for top talent leaders. 
  • Scope, design, and implement a new HRIS (Workday) and ATS (Workday), enabling users to more effectively manage day to day people transactions with data and dashboard capabilities. 
  • Scope, RFP, Design, and Implement the Workday LMS to increase usage of learning tools and resources across the organization. 
  • Design and launch SPOT recognition, a peer to peer and manager to direct report. Implementation of this simple recognition program increased unique user participation month over month by 103% and increased total recognitions submitted by 84%. 
July 2016October 2017

Director of Talent Management, Learning, and Talent Acquisition

Education Corporation of America
  • Lead, design, and implement talent management strategies that aim to reduce turnover, improve engagement, and supports data-driven talent decisions for leaders within the organization. 
  • Integrate data driven talent strategies to better inform internal talent pipelining and development. 
  • Lead and champion the Leaders Executive Action Program, a rotational developmental experience for AVP+ top talent. 
  • Oversee and lead a team of talented individuals who manage performance management, succession, recognition, and talent planning for our 4500+ employee population. 
  • Partner with functional leaders to design and implement function and role specific online learning content. 
Apr 2016July 2016

Director, Strategic Talent Management

Sears Holdings Corporation
  • Collaborates with the HR Senior Leadership team to design and deploy people strategies consistent with our culture and desired organizational outcomes including culture, engagement, diversity/community, performance management, talent review, leadership development, and succession planning. 
  • Partners with talent analytics to build datified and democratized talent processes that result in data driven insights about our talent and better informed talent movements across the organization. 
  • Designs and deploys innovative home grown talent management technology solutions that enable associates to perform and grow including eliminating performance reviews in lieu of OKRs, frequent conversations, and crowd-sourced feedback and eliminating the annual engagement survey in lieu of tracking associate's daily mood and engagement. 
  • Supports executive leader talent strategies, leveraging executive talent review and succession practices. 
  • Leads the annual ELT nomination process, consulting with HRBPs and BU leaders to use talent data and analytics to identify nominees that consistently demonstrate our leadership capabilities. 
  • Serves as Chair of the Emerging Professionals Network, building networks across the organization to drive greater transparency and collaboration in business transformation. 
  • Speaks externally about HR innovation at various events including HRMAC's 100th Anniversary Summit, i4cp conferences, hosted events, and more.
  • Published in "OKRS - a Step by Step Guide" (release date 2016). 

Jul 2013Apr 2016

Manager, Strategic Talent Management

Sears Holdings Corporation
  • Leads the team responsible for enterprise culture and engagement (200,000 associates), performance management for the salaried population (20,000 associates), and Diversity & Inclusion (enterprise).  
  • Leads the design, deployment, and change of an award winning redesigned Performance Management approach, eliminating annual reviews and ratings in lieu of real time feedback through home grown technology, quarterly check-ins, and quarterly goal setting.This work has won us 2 Brandon Hall Awards as well as a semi-finalist title for the i4cp Next Practice Award (pending winner announcement). 
  • Published a WorldatWork article illustrating our journey away from static HR to more dynamic talent process including the redesign of performance management. 
  • Leads the design and development of various in-house talent technology tools including real time feedback, dynamic mood/engagement, social learning, goal setting, and career development.
  • Partners with HR Reporting & Analytics to provide analytics and insights to support engagement, culture ROI, predictive attrition modeling, and social networking analysis.
  • Partners closely with HR Business Partners to champion change in the business.
  • Planned, developed, communicated, and led the enterprise-wide culture transformation.
  • Led the talent team in our engagement survey design, development, and administration with a new vendor; created indices to measure culture and implemented new processes resulting in a 90.8% response rate across the enterprise.
Jul 2013Dec 2015

Chief of Staff, HR

Sears Holdings Corporation - (Additional Development Role)
  • Supported the HR Senior Leadership team and HR specialist and generalist functions (750+ associates) in strategy planning, engagement, leadership, communication, expense management, enterprise organizational design, and workforce planning.
Jan 2011Aug 2013

I/O Psychologist and Senior Analyst, Workforce Analytics & Talent Acquisition

Alpine Access (Now Sykes®)
  • Proposed, implemented, and validated personality testing using biodata for selection; technical integration into a homegrown ATS and consulted with clients to develop hiring profiles and stack ranking of candidates.
  • Built and managed the corporate student internship program; managing 7 Masters level interns on various projects.
  • Worked remotely to support recruiting/talent acquisition, client programs, reporting/business intelligence, and the executive management team in providing statistical evidence of processes, selection assessments, performance, and attrition.
  • Performance Development – built our development process from the ground up with the help of the intern team; career profiling, training curriculum and trainer evaluations, 30/60/90 day development plans….
  • Conducted multiple linear regressions, trends analysis, correlations, modeling and other techniques to build hiring models and present results of longitudinal performance and attrition analysis; develop prediction models for performance and retention; conduct qualitative analysis from surveys and other means that require content analysis.
  • Consulted with internal clients to discuss needs, objectives, and strategies for reducing attrition and maximizing agent performance.
Oct 2009May 2011

Branch Manager

US Bank
  • Hiring and recruiting; building a team from the ground up
  • Manage branch financials
  • Set strict sales expectations and create strategies to achieve those goals
  • Consistently exceed goals / achieved 100% in 7 consecutive campaigns
  • Motivate bankers to meet sales expectations; be creative in my ways to incent and instill self development
Apr 2008Aug 2009

Assistant Branch Manager

FirstMerit Bank
  • Enforced all federal regulations for loans, check cashing guidelines
  • Inventory management (daily, weekly, monthly, quarterly, and annual audits)
  • Expense management (ordering of supplies and strict budgeting)
  • Profit and loss Management (tracking and planning for positive growth month over month and year over year)
Aug 2005Apr 2008

Store Manager

RadioShack Corp
  • Hired, recruited, and trained new associates
  • Increased employee motivation by creating incentives and increasing employee moral
  • Inventory management
  • Profit and loss management




M.A. Industrial/Organizational Psychology

Roosevelt University



B.A Psychology

The University Of Akron



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