Building Better Ways to Find, Hire, & Develop Talent

For more than 17 years, I’ve worked at the intersection of talent strategy, operations, technology, and business transformation. My career has taken me from hands-on recruiting and agency leadership to building and leading sophisticated talent functions across consulting, technology, consumer brands, and global workforce environments.

I’m at my best when the challenge is bigger than simply filling positions, when an organization needs to rethink how talent gets delivered.

How I Lead

Strategist + Operator + Player-Coach

I believe the strongest talent leaders can move comfortably between the boardroom and the workflow.

I can define the strategy, build the operating model, select the technology, interpret the data, coach the team, and still get close enough to the work to understand where the process is breaking.

I don’t innovate for the sake of change. I build better ways of working because better talent systems create better business outcomes.

Together, these experiences gave me the ability to operate effectively across both large enterprise organizations and fast-moving consulting environments, adapting talent strategy to different business models, hiring needs, and technical markets.

Across every role, I’ve worked as both strategist and operator. Someone who can define the vision, build the infrastructure, and stay close to execution to understand what is actually working.

Senior Director, Talent Acquisition

Led the Talent Acquisition function for a technology consulting organization, partnering with executive and business leaders across consulting, healthcare, financial services, higher education, and technical delivery.

My work extended well beyond recruiting execution. I built the infrastructure needed to make Talent Acquisition more scalable, consistent, and commercially effective—including global workforce solutions, recruiting operations, technology, analytics, vendor strategy, interview methodology, and talent programs.

Selected transformations:

• Built a multi-country talent delivery strategy spanning the Philippines, Latin America, India, the UK, Netherlands, Pakistan, and additional global markets.

• Developed a new staff-augmentation capability that expanded how the organization could deliver talent to clients.

• Led recruiting technology transformation, including ATS migration and implementation of new assessment, interview, offer-management, and sourcing tools.

• Created Interview Essentials, a structured interviewer-development program focused on consistency, behavioral interviewing, bias awareness, and better hiring decisions.

• Introduced vendor scorecards, operating standards, process documentation, and recruiting analytics to strengthen TA governance.

• Partnered with leadership on workforce planning, compensation, pay transparency, candidate experience, and evolving talent requirements.

At Grainger, a large corporate enterprise, I supported high-volume and highly specialized technology hiring across engineering, infrastructure, cloud, cybersecurity, architecture, product, data, and other critical technology functions. The scale and complexity of the environment strengthened my ability to navigate sophisticated stakeholder groups, build targeted talent strategies, and deliver consistently during periods of significant hiring demand.

At Productive Edge, a technology consultancy and SaaS company, I recruited for a different kind of environment, one that required understanding both client-facing consulting talent and the specialized technical capabilities needed to deliver digital products and solutions. My recruiting scope included SaaS, product, immersive technologies, engineering, architecture, and other advanced technical disciplines.

My earlier career in staffing gave me something I continue to bring to corporate Talent Acquisition: a strong commercial mindset.

I led recruiting teams, owned client relationships, managed operations and financial performance, developed business, and learned to view talent not simply as a recruiting function, but as a business requiring disciplined execution, customer focus, resource allocation, and accountability.

That experience continues to shape how I evaluate recruiting investments, external partnerships, operating models, and workforce solutions today.