The best teams tackle the hardest challenges, and authenticity is essential for building trust, fostering open communication, and enabling collaboration. Energy spent being who you think others expect you to be at work is energy not spent solving tough problems. By showing up as myself and encouraging others to do the same, I try to create environments where people feel safe, valued, and empowered to do their best work.
P&L ownership and direct people leadership
Operations, engineering, product and program, finance, BD, and sales partnerships
Global HR (UK/China/multi-national sales)
Commercial org design
Operations job architecture design and implementation
ADP implementation
Talent review and succession planning
Employee listening
Union/employee relations
Investigational rigor
Policy and handbook development
HR Leadership Program
Site HR Leader
Marketing, product, and; R&D partnerships
Bioinformatics org planning and design
HR Business Partner
Multi-state clinical lab and engineering
Leadership coaching and development
Laboratory orgs planning and design
10x hyper-growth: 600 to 6,000
Org and cultural integrations
Technology transformation (iCIMS to Workday)
Complex investigations and risk management
Staffing forecasting/planning
HR Business Partner
Senior HR Business Partner
C-level partnerships (CTO, CDO, CFO)
Product engineering, Enterprise IT, and facilities
Digital org design and optimization
Business op rhythm development
Executive coaching and development
HR strategy development
HR operations standardization
Technology selection and adoption
AD, People Partner
AD, People Strategy and Ops
I enrolled at Purdue in an exploratory program, continuing a lifelong journey of learning and discovery. I joined the Crew team, where success hinged on the most exemplary teamwork. After graduating, I managed two restaurants—experiencing both inspiring and challenging leadership—and learned firsthand the basics of what it means to be a great leader.
→My exploration continued through GE's HR Leadership Program—a two-year rotational experience where I honed my HR and leadership skills. Upon completion, I applied these fundamentals as the HR leader of a remote manufacturing site.
← →In 2014 my dad died of lung cancer. This was a turning point in my life and career that led me to seek greater purpose. I discovered that purpose in mission-driven organizations focused on human health and wellbeing, recognizing that every one of us, and those we love, will almost certainly be impacted by challenges to our health.
← →I joined a company focused on cancer diagnostics—a deeply resonant mission—where I supported 1,000% growth of the clinical lab and lab support teams, helping to build the foundation for scaling HR services. I then applied those lessons at another groundbreaking startup that leveraged AI and machine learning to develop novel protein therapeutics. There, for the first time, I transitioned from client-facing HR into a role dedicated to developing robust people strategy and operations.
← →It's important to me to continue making an impact by partnering with brilliant engineers, technologists, and leaders at the forefront of their fields to develop and deploy novel solutions to technology and health-related challenges. I’m uniquely equipped to drive that work as a senior-level HR partner.
←HR fundamentals haven’t changed, but emerging technology is changing the practice. I'm an early adopter. I stay ahead of the trends and partner to build the workforces of the future. If that sounds like something I can help with, let's chat.
