Enterprise Workforce Strategy & Operating Model

Led the development of a multi-year roadmap to modernize workforce strategy, operating model, and underlying systems for a Fortune 500 regulated utility with approximately 8,000 employees. Ran an enterprise-wide diagnostic of systems, data architecture, governance, and service delivery, then won board approval for the roadmap within the first five months — positioning the organization for improved execution, scalability, and long-term performance.

M & A

Led M&A engagements ranging from $200 million to over $500 million in transaction value — spanning acquisition integration, divestiture separation, and post-merger restructuring. This includes the EnerSys's acquisition of Bren-Tronics and serving as the HR enterprise lead for Chemours's divestiture of its Mining Solutions business, designing the operating model and Transition Service Agreement. Earlier in my career, led HR through the Hexion–Momentive merger integration, then again through the separation that followed Momentive's bankruptcy filing — full-cycle experience across acquisition, integration, separation, and restructuring, regardless of deal direction.

“Fit for Growth” Initiative

Led a global “Fit for Growth” (KPMG) effort to realign organizational structure, cost base, and capabilities with business strategy. This included redesigning where work gets done across insourced, outsourced, and offshore models, simplifying the organization, and clarifying decision ownership. The result was a more efficient cost structure and an operating model better aligned to execution priorities.