Led large-scale, global organization design, change, and transformation initiatives. Worked directly with C-Suite and their teams to drive change that enables strategy execution. Managed 4 org experts and matrixed teams of up to 50 people. Reported to SVP, Talent Management and Organizational Capability.

• Designed and implemented full reorganization of Asia Pacific corporate division enabling 20% hotel unit growth, while optimizing matrix structures.
• Conducted enterprise-wide identification of capability gaps across 12 corporate orgs and 20,000 employees using analytics and data-driven methods; developed and implemented approach for spans and layers; created investment targets and efficiency opportunities that were implemented leading to forecasted savings of $80-90 million in first year.
• Led team to successful design and implementation of company's Architecture and Design operating model, including agreed upon matrix structures and decision rights.

Led 30-person team of HR Partners and functional experts, and matrixed teams of up to 100 people, for organization of 7,500 associates. Reported to Global HR Officer, Consumer Operations.

• Redesigned customer care team talent acquisition and onboarding processes to occur fully remote; achieved reduced time to fill from 25 to 13 days; which supported ability to achieve $5 billion in revenue booked through voice channel.
• Optimized the Sales global business service by reallocating resources within continental teams, and redesigning job requirements and structures to support account expansion of company's most lucrative customers.

Relocated back to HQ to lead 35-person team for organization of 4,000 shared services associates in Sales, Revenue, Marketing, IT and Facilities for 5,500 hotels. Reported to Managing VP – Human Resources.

• Built and executed integration plan for 1,500 acquired Starwood associates in commercial shared services disciplines, IT, and Facilities, including org structure, job design, and communications plan.
• Designed and led implementation of rapid downsizing and restructuring plan in wake of global pandemic.
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Led 10-person team driving change management projects, performance for luxury hotels, and employee and labor relations regionwide. Reported to CHRO, Caribbean and Latin America.

• Created and implemented change management and communications plan for doubling region size due to Starwood acquisition, resulting in successful structure, process, and cultural integration.
• Drove business results as Regional HR Leader for The Ritz-Carlton hotels and 3,000 employees, achieving employee engagement scores in the

Relocated to South Florida to lead new capability building a talent pipeline for explosive growth in hotel openings. Reported to CHRO, Caribbean and Latin America.

• Led regional talent strategies and processes including human capital and succession planning, DEI, and talent acquisition; designed and implemented early/mid-career leadership programs
Director, Organizational Capability (Enterprise) 2009 – 2012
Led organizational redesign of Global Finance and Global Marketing organizations to align with business strategy of decentralization.

Led organizational redesign of Global Finance and Global Marketing organizations to align with business strategy of decentralization.

Private, boutique consulting firm specializing in whole systems organizational transformation.

Led process design for early childhood education system in Flint, MI, resulting in community alignment and participation; and sales process redesign for international non-profit resulting in 3x revenue.

$10 billion, global, Fortune 500 mobile products and services company (NYSE: MSI).

Global leadership development non-profit providing international experiences for college students.