Direct Report to CEO and Board Compensation & Nominating Committees with 9 direct reports, 25 span-of-control SVP, Chief People Officer Oct. 2021 – Dec 2022
•Eliminated my own role in organizational restructuring, moving HR support directly to the largest employee base
•Align people strategies to support 40% annual growth rate
•Grew employee count from 650 to 1000 employees in 14 months.
•Maintained remote home office and office in HQ – Costa Rica
•Design all compensation programs for BOD and employees improving retention metrics
•Partner with CEO and leadership to develop legacy cultural pillars and mapped all human capital strategies to the pillars
•Developed culture transformation across three languages, 35 countries producing 30% improvements in engagement scores
•Coach and mentor multiple first time C-suite staff
•Recruited/hired new CFO, GC, COO, VP Medical Affairs, SVP Commercial in first 12 months

•Designed the company's first Diversity, Equity, and Inclusion strategy achieving three-year targets in year one
•Led Workday implementation
•Doubled female representation at executive levels VP+
•Awarded top-20 HR Function in large enterprise by Comparably (2021)
•Mapped and developed a customer-centric approach to improve the employee experience to top decile among peers
•Developed and implemented CEO and Named Executive Officer succession plans
•Raised employee engagement to top quintile implementing tools and strategies for manager effectiveness
•Partnered with BOD committees to provide stronger governance and transparency to business

Direct Report to CEO and Board Compensation & Nominating Committees with 1 1 direct reports, 265 span-of-control SVP, Chief People and Places Officer (2021)
•Promoted to expanded role overseeing global facilities, safety, security, travel, and administrative services
•Supported rapid expansion of manufacturing business doubling FTE and revenue from $128M to $300M in 16 months
•Reducing global footprint lowering costs by $30M through real estate optimization

1 1 direct reports, 85 span of control. (Culture, Change Management HR Transformation, M&A, Executive Succession, Talent Acquisition, Leadership Development, Learning, Performance Management, Onboarding)
•Led organizational design and change management during a successful 2,500-person merger and IPO public spinoff
•Achieved cost savings of $1.78M for executive placements and 22% reduction in time to offer in the first year
•Led culture transformation pushing voluntary turnover to a 10-year low JEFFREYC.BETTINGER210.792.3833
•Significant travel and leadership coaching throughout Asia, Europe, the United States, and Latin America
•High Potential CHRO development talent program (less than 1% selected from 2,750 HR professionals at Novartis)
•Partnered with 1 7-member Executive Team to develop Values, and Core Competencies for new company spin-off
•Overhauled employment brand to increase Glassdoor rating from 2.6 to 3.8
•Developed Alcon HR 5-year strategic plan and transformation i

Fortune 400 Biotech, Consumer Products, Medical Devices, Pharmaceuticals VP Global Head Talent and Strategic Transformation (2019) Direct Report to CHRO and Chief Strategy and Transformation Officer with 14 direct reports, 105 span of control
•Managed offices on two continents officing one week a month in Geneva, Switzerland
•Produced plan to reduce G&A spend by 33% through complete organizational redesign and optimization of shared services

Executive Sponsor of Alcon Diversity and Inclusion Council
•Turned around 26% hiring manager satisfaction, with 30+ months of 90%+ hiring manager satisfaction
•Partnered with CEO task force to develop recruitment strategies closing a $20M revenue gap in less than 6 months
•Reduced agency usage from 65% to 5% in 1 st year realizing $6.5M in savings over 4 years
•Filled ~3,000 roles per year
•Designed and implemented the company's first social media strategy, achieving target of 15+% hires through social media

•Led the most significant culture change initiative in Petco history; developed curriculum and reinforcement strategies
•Reduced turnover 15% in 2 years by redesigning value proposition to align with corporate strategy
•Developed objective setting process for 25,000 employees, holding leaders accountable for implementing corporate strategy, integrated over 20 metrics to measure performance in SuccessFactors

•Increased succession plans for top 500 leadership positions from 3% to 93%, establishing 467 succession plans
•Supervised all leadership development courses delivering programs to over 3,000 leaders

Oversaw development and delivery of leadership programs for the enterprise

•Developed coaching course for 3,000+ global managers that doubled prior engagement scores
•Launched corporate university for employees across 17 functions and over 400 courses (hard and soft skills)