Interviewed business leaders to validate 350 unique management (non-union) position descriptions, which will then be incorporated into an online performance management tool. Completed the first KCS submission of the Towers Perrin US Middle Management and Professional compensation survey.

Business Partner to senior leaders of a 3,000 person division (call center and retail representatives, management, marketing and strategy). Responsibilities included workforce planning, client and HR initiative support, and employee survey analysis. Peripheral awareness of employee relations activities which were handled by a separate HR team.

Responsible for Short and Long-Term Incentive plans, Board of Director compensation design, and materials for the Compensation Committee (Proxy report, Tally Sheets, salary summary/recommendations for senior officers). Loaded annual equity awards and handled daily stock transactions with third-party stock plan services provider. Oversaw the design and implementation of the Employee Stock Purchase Plan (ESPP).

Managed team of four direct reports that project managed the compensation and benefits, employee policy and HR systems functions of the merger. Worked with VPS and Directors to review and recommend programs to be implemented in the new combined company. Coordinated and prepared presentations to senior leadership, the Compensation Committee, and the Board of Directors for approval.

Led team of three direct reports that developed and published monthly HR metrics and supported, analyzed, and generated reports of the bi-annual Employee Preference Survey for assigned clients.

Managed team of three direct reports that was responsible for programs impacting the 7,000 employees in the client group. Adapted, modified and enhanced materials, documentation and MS Office tools to assist HR and client managers with the separation process for ongoing headcount reductions. Much of this effort became the foundation for the Sprint Separation Process now used at Sprint Nextel and Embarq and received an Extraordinary Achievement Award for my efforts. Developed the Employee Satisfaction Score - a monthly performance index of components tracked, scored, and weighted to measure directional status of the employee satisfaction of Network Services employees. Created materials, documentation and tools to assist HR and client managers with the transition from the numeric to the alpha rated performance management process. The Behavioral Expectations by Grade Level and the Calibration Tool were adopted across many HR and client organizations throughout Sprint.

Assisted in the development of the 2000-2003 IT strategic plan, documented the strategic planning project plan and process flows to identify process gaps, and created a baseline for future planning cycles.

Managed eight-person team responsible for strategic and functional system enhancement requirements and the methods and procedures used in five call centers affecting 2,000+ front-line Consumer, Business and Retention Advocates. Project Manager/Subject Matter Expert of Irvine contact center integration and billing system Tables/Cycles migration. Led a cross-functional team of Analysts, Managers, and Directors and demonstrated extensive knowledge of call center operations, lines of business, and billing system requirements. Led a six-person team representing all areas of Customer Care for a project planned to replace the billing system.

Compiled 1997 $2 billion corporate budget from Gross Sales to Net Income and coordinated 18-month plan and related presentation materials. Responsible for month-end accounting procedures, reporting, variance analysis, monthly forecasting, and yearly budgeting for multiple distribution centers, multiple call centers and three different business units and analyzed and reviewed requests for capital and expense projects.