Four companies. Two decades. One throughline.

Interim Vice President of Human Resources

140 employees / Two represented units / Restructuring and multi-venue relocation

Brought in after the departure of the prior HR leader to own the function end to end, reporting to the President and CEO, during concurrent organizational restructuring and a multi-venue relocation for a concert hall renovation.

• Lead collective bargaining and labor relations across two represented groups, including an orchestra of approximately 80 musicians, covering bargaining matters, contract interpretation, grievances, and employee relations.
• Restructured the marketing department, eliminating three director-level positions that no longer carried direct reports, sequenced around an incoming specialist hire to protect delivery.
• Manage immigration and visa administration for foreign national musicians.
• Built the operating infrastructure, open-matters system, and compliance calendar required to hand the function to permanent leadership, and run that search end to end.

Managed the HR function and its cost structure.

Founder and Principal

Business built from zero / Owner-level decisions on capital, pricing, and technology

Built an HR and operations business from nothing, including the operating model, services, pricing, technology stack, sales process, and delivery infrastructure. Every decision about where to spend time and money was mine, and I lived with each one.

• Built automation and management systems that cut manual effort 50 percent and data errors 90 percent across client deployments.
• Developed AI governance programs covering acceptable use, human oversight, risk controls, vendor evaluation, and workforce training, aligned to the NIST AI Risk Management Framework.
• Authored a 54-title playbook library spanning HR compliance, AI governance, and multi-state employment law.
• Tested multiple revenue models across consulting, fractional leadership, training, subscription tools, and implementation services.

Owned the full P&L as the business owner.

Chief Human Resources Officer and Chief Operating Officer

$8M to $72M in 18 months, later above $80M / 200 employees and more than 325 contractors / 13 states

Joined a HUD and GSA federal contractor as its first HR hire when it had four employees, no handbook, and no systems of any kind. Left 13 years later, after the business had grown past $80 million in revenue, scaled across 13 states, and been closed in an orderly wind-down.

• Directed operations across revenue performance, labor and staffing cost, subcontractor expense, indirect costs, utilization, contract margin, and profitability.
• Partnered with Finance on indirect rates, fringe and overhead pools, budgeting, forecasting, and contract-level financial performance.
• Built the hourly compensation structure on Service Contract Act wage determination guidelines, mapping labor categories to SCA classifications across a multi-state federal services workforce.
• Maintained zero findings across every OFCCP, DOL, and EEOC audit for the full 13-year tenure, with 100 percent on-time EEO and affirmative action reporting.
• Improved 90-day new hire retention from 82 to 95 percent through structured manager development, and held voluntary turnover below 5 percent through peak growth.
• Deployed the first HRIS and payroll platform at 50 percent of the vendor's original proposal, cutting time-to-fill 45 percent and onboarding 40 percent.
• Delivered 35 hires across two new state operations in 60 days against a $295,000 budget, executed at roughly $98,000.
• Partnered with the President on operating decisions and business continuity through the CEO's extended absence from 2019 to 2021.
• Led 10 rounds of reduction in force, the full COVID-19 conversion of a multi-state field organization to remote operations, and a three-state wind-down completed with zero employment claims.
• Evaluated acquisition targets on revenue, margin, EBITDA, labor economics, overhead, customer concentration, integration cost, and synergy potential.

Role progression: Director of Human Resources (2010 - 2012), Vice President of Human Resources (2012 - 2015), Chief Human Resources Officer and Chief Operating Officer (2015 - 2021), Senior HR and Compliance Consultant (2021 - 2023).

Managed the operating drivers of an $80M business during the dual-title years.

Senior Human Resources Business Partner

$225M federal contract ceiling / Approximately 700 employees / Two USCIS service centers

Embedded business partner to operations on a USCIS Service Center Operations Support Services program at a publicly traded federal contractor. The prime contract carried a $225 million ceiling and ran at roughly $40 to $50 million annually, supporting service centers in Laguna Niguel, California and St. Albans, Vermont.

• Designed and implemented a five-phase reorganization affecting approximately 700 employees, retaining 90 percent of identified high performers with zero legal claims.
• Worked a Service Contract Act environment where labor classifications, wages, and fringe drove the contract cost structure and the compliance exposure.
• Contributed to ISO 9001 certification within 12 months through process standardization, documentation, and operating controls.
• Cut grievances 50 percent during acquisition integration and trained 45 supervisors on labor relations and compliance.
• Rebuilt workforce trust after unionization through more than 25 listening sessions, raising engagement 25 percent and trust in leadership approximately 40 percent within one year.

Influenced contract economics through the labor decisions. No formal financial ownership.

Human Resources Business Partner, Western Region / Labor Relations, Los Angeles International Airport

35 locations / Roughly $200M regional business / Unionized 24/7 airport operation

Led HR across approximately 35 Western Region locations in an equipment rental business representing roughly 12 percent of segment revenue, or about $200 million annually. Moved into labor relations for the Los Angeles International Airport operation in the final year.

• Managed and influenced the workforce cost drivers across 35 locations: headcount, staffing levels, overtime, vacancies, turnover, hiring cost, and productivity.
• Directed 18 workforce reductions and 3 facility closures while holding voluntary turnover below 10 percent.
• Implemented the Hertz Improvement Process, a Lean and Six Sigma operating system, cutting time-to-hire 40 percent and onboarding 50 percent.
• Managed union contract administration, grievances, and discipline in a high-volume 24/7 airport environment where labor decisions moved service capacity directly.
• Delivered state-specific compliance and labor relations training to more than 35 branch managers.

Influenced regional operating cost through workforce decisions. No formal P&L accountability.