Experience

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  Hopalong animal rescue

  Jun 2006 - Aug 2008

  Deputy director

  Led twenty-five internal employees and seven hundred volunteers through the seamless merger of two nonprofit organizations into a unified umbrella organization. During my tenure, I achieved a remarkable 40% reduction in overall expenses while improving the morale of both staff and volunteers through appreciation, recognition, and accountability.

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  Vca animal hospitals

  Aug 2008 - Mar 2011

  Hospital manager

  Led veterinary hospital of 80 employees and $4M annual revenue. Achieved a 6.7% payroll reduction n three months by evaluating expenses and enacting an action plan. In this role, I mentored new hospital managers to improve their success at their practices while introducing innovative policies in my own practice to boost staff efficiency and reduce client wait times by 40%.

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  Vca

  Apr 2012 - Mar 2014

  Area director

  As Area Director, I led a group of hospitals in Sonoma County and Marin County, CA, to become highly profitable and efficient. I created a client-centric culture to improve their standing in the local community and optimize their teams. During my tenure, I decreased area payroll and expenses by 19%.

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  The hr leadership group

  Jan 2013 - Jan 2022

  CORPORATE PROFILE: A Consulting firm. RESPONSIBILITY PROFILE: I was accountable for a $100K OPEX and $250K Revenue Goal and responsible for architecting agile HR frameworks to foster continuous organizational evolution and advise the C-suite executives of 28 rapidly scaling startups and established organizations in diverse sectors, including technology, FinTech, healthcare, and nonprofits. I spearheaded global cross-functional performance/efficiency/cost control initiatives to enhance team performance and employee morale. Additionally, I streamlined talent acquisition to augment workforce excellence for hard-to-fill positions and crafted total rewards packages to improve employee retention/satisfaction.ACHIEVED IN THIS ROLEREGULATORY COMPLIANCE / EMPLOYEE ENGAGEMENT / ATTRITION REVERSAL• A FinTech organization wished to launch an IPO but struggled with regulatory compliance. I was recruited by the CEO/CHRO/Board of Directors to improve audit results after previous efforts had failed. To accomplish this, I created a plan of action in four months, developed protocol/compliance guides, and clarified expectations via a new communication strategy. The new SOP/Best Practice created an accountable compliance culture in 90 days that increased engagement by ~30%, decreased attrition by ~20%, and passed all audits, facilitating an on-schedule IPO.ATTRITION REVERSAL / DIVERSITY & INCLUSION / RECRUITING & SELECTION• A global hotel chain experienced 180% attrition in the past four years. I was employed by the CHRO to lower attrition to industry standards. I led multiple engagement programs and created role-specific career paths, launched a “safe employee” initiative to protect staff from guest harassment, investigated/resolved discriminatory behavior, and developed a comprehensive DEI strategy. This was deemed an SOP/Best Practice that increased NPS from 10 to 68, lowered attrition to 55% (75% goal), improved hire diversity by 40%, and accelerated hiring by 30%. Show less ACHIEVEMENTS CONTINUED SUCCESSION PLANNING / HIPO TALENT IDENTIFICATION• A scaling eCommerce company sought to protect itself from competitor poaching. Selected by the CEO, I sought to create a succession plan that would identify/prepare future leaders. Over six months, I gathered senior executive needs, structured HiPo talent identification/role requirements, designed leadership development/mentorship/cross-training programs, and integrated a digital succession planning dashboard. The plan was named SOP/Best Practice delivered six months ahead of schedule, mitigating the impacts of the CEO’s later departure, and this continues to maintain an active leadership pipeline.HUMAN CAPITAL PLANNING• After experiencing extremely rapid growth, a robotics startup was hindered by staffing challenges. I was recruited by the CEO/COO to create a scalable HCP that maximized HiPo talent. Personally performed workforce/gap analysis, verified organizational structures, secured university partnerships, introduced flexible workforce planning, cultivated international employer-of-record relationships, established a continuous learning environment, integrated automation/analytics technologies, and boosted agility via contingency plans. These efforts were declared an SOP/Best Practice and fully implemented an HCP that accelerated acquisition. Show less

  • Independent HR Consultant

    Jan 2013 - Jan 2022

  • Independent HR Consultant PT 2

    Jan 2013 - Jan 2022
• 

  Ivet360

  Jan 2014 - Jan 2022

  Chief human resources officer / co-founder

  CORPORATE PROFILE: A Consulting company with 65 employees. RESPONSIBILITY PROFILE: I reported to the CEO with 8 employees and was responsible for establishing/scaling a startup to a fully national enterprise, providing transformative HR consulting services. I launched/led all HR/Training functions, including performance management, employee relations, issue resolution, compensation/benefits, and recruitment.ACHIEVED IN THIS ROLEINTERDEPARTMENTAL COLLABORATION / REORGANIZATION / CULTURAL TRANSFORMATION / CHANGE MANAGEMENT / SERVICE OPTIMIZATION• Three siloed client delivery teams were discovered, resulting in conflicting information and objectives. I propositioned the CEO to improve communication. Despite heavy team resistance, I implemented weekly client check-ins, monthly meetings with representatives from delivery teams, and all-hands education meetings. The increased coordination increased YoY revenue by 17%, ATC by 10%, new client YoY acquisition by 8%, and YoY client staff retention by 25%. Show less

• 

  Trc companies, inc.

  Jan 2022 - now

  CORPORATE PROFILE: A $1.5B Oil and Gas, Engineering, & Energy company with 8K employees. RESPONSIBILITY PROFILE: I report to the CEO with responsibility for 80 employees and lead departmental turnaround to improve globally diverse employee experiences. I was promoted to Partner within four months of hire due to restructuring, leadership, cultural transformation, and attrition reversal initiatives.ACHIEVED IN THIS ROLEACQUISITION INTEGRATION / RETENTION STRATEGY / EMPLOYEE ENGAGEMENT• I was recruited by the CEO to execute a strategy to maximize retention in the wake of a pending acquisition, where attrition was forecasted at 38%. Over 120 days, I coached the CEO on communication strategies, trained managers on employee relations, launched feedback channels, improved career development, and increased staff recognition. This reduced post-transition attrition to under 1%, stabilized engagement, and led to a personal promotion to Partner.RESTRUCTURING / STRATEGIC PARTNERSHIPS / OPERATIONAL OPTIMIZATION / TEAM BUILDING & COACHING• Friction between two BUs hindered collaboration. I was charged by the CEO to navigate change resistance and restore order. To achieve this, I facilitated shared group sessions, reorganized the departments into stable matrices, and shifted talent across teams. Within 30 days, this delivered a cooperative resource team with enhanced organizational effectiveness, improving on-time completion by 66%, resource profitability by 25%, and billable utilization by 30%.LEADERSHIP & COACHING / HIPO TALENT IDENTIFICATION / MENTORING• The company lacked adequate leadership and inefficient communication, which prevented staff development. Concurrent with the above initiatives, I restructured the organization under 23 new leaders and launched a multi-pronged leadership training program. I also hosted webinars, deployed asynchronous training modules, customized guidance for team leads, and implemented working sessions. Show less ACHIEVEMENTS CONTINUEDThis identified highly effective leaders, with 96% scoring above 3.75/4.0 on 360 evaluations, and employee engagement grew 15%, delivering 30% greater training ROI.ATTRITION REVERSAL / SUCCESSION PLANNING• YoY attrition rose due to a lack of communication, cultural disconnects, and no career progression planning. Over six months, I implemented a career development framework, built a succession planning strategy, enhanced information-sharing, debuted a one-on-one leadership training program, and instituted quarterly all-hands meetings. This decreased attrition by 20% within six months and 50% over tenure.CULTURAL TRANSFORMATION / EMPLOYEE ENGAGEMENT / ORGANIZATIONAL ALIGNMENT• A rebranding effort with poor communication reduced engagement, retention, and morale. I instructed functional leaders on alignment with corporate missions and recognized staff for supporting values. Afterward, I launched a peer-to-peer recognition platform, overhauled incentive compensation, and clarified career progression. Over a two-year period, employee engagement increased from 75% to 86%, and NPS increased from 40 to 80, cutting attrition by half (from 17% to 8%). I was then promoted to company Partner for these improvements.CHANGE MANAGEMENT / CULTURAL TRANSFORMATION• Fear of change hindered large initiatives. I worked in collaboration with functional leaders to instill a culture of change resiliency. Leveraging novel techniques, I instituted a zero-tolerance policy for change blockage, integrated change champions, and enhanced entrepreneurship rewards. This compartmentalized change fears to manageable levels and reduced change requests by 15% while minimizing attrition during an ownership transition. Show less

  • Vice President, People & Culture

    Apr 2022 - now

  • Vice President, People & Culture PT 2

    Jan 2022 - now