Board Services

Business Highlights 

  • Privately held $4B food distribution company: partnered with CEO to integrate two independently led food distribution companies; included organization restructuring and creation of one integrated organization along with recruitment of full C-Suite executive team 
  • $2B global agrochemical subsidiary of a publicly traded $4B specialty chemicals company: partnered with CEO and executive team to lead its HR function integration with its acquirer, a publicly traded India-based global agrochemical company; combined entity of $5B with 10,000+ employees across 60 countries 
  • $3B publicly traded residential & commercial services company: partnered with CEO and executive team as key member of Spin Project team to spin-off business unit and create two new independent, publicly traded organizations; primary focus was organization design for Supply Management, Finance, IT and HR functions 
  • Privately held $1B oil & gas company: partnered with CEO to lead company-wide restructuring process; mandated 50% reduction in total company headcount (450+ FTE) while company explored strategic restructuring options (asset sales/Chapter 11) 
  • Non-profit $250MM media company: partnered with Board Of Directors to manage transition of new CEO while also providing Executive HR leadership for organization 
  • Sensus: Chief HR Officer for global technology business; $925MM P&L with operations in US, Europe, and China; Led HR team of 30; 3,700+ employees; created and implemented global HR processes, including performance management, talent management and a global career framework that included global banding structure and country-specific salary ranges and incentive targets; successfully ratified UAW & USW union contracts; implemented global HRIS system 
  • BP: VP, Human Resources for global Solar business; $1B P&L with operations in US, Europe and JV partnerships in India and China; Led HR team of 20; 3,000+ employees; outsourced low value global manufacturing operations, resulting in 60% headcount reduction; implemented global HRIS system 
  • General Electric: core accountability of HR leadership roles across industrial, plastics and financial services business units included participation in GE’s annual strategic planning processes, known as S1 and S2 as well as leading and executing its annual talent review process, known as “Session C”