Board Member and Advisor
I've spent my career helping companies build leadership teams, manage executive compensation, and align people strategy with business outcomes. At Kaiser Aluminum, I capitalized on a highly functional HR function, leading succession planning for over 160 roles, and launching a women's leadership program that's still running today. I believe that true organizational excellence is achieved through comprehensive leadership development, coaching, and long-term incentive alignment. I am currently seeking board opportunities where these elements are recognized as primary drivers of enterprise value.
Core Expertise
Decades of leadership development, executive compensation, and human capital strategy.
Global Human Capital
Built and scaled HR functions across complex, multinational industrial and engineering organizations, fostering cross-functional collaboration and global resilience.
Executive Compensation & Governance
Designed competitive, outcome-aligned executive compensation frameworks and guided board-level human capital governance to incentivize high performance.
Enterprise Succession Pipelines
Led comprehensive succession planning for 160+ executive roles. Established structured talent programs, including a lasting women's leadership initiative.
Strategic Insights
Perspectives on people strategy, leadership development, and board governance.
How Excessive Reporting Hides Risk
Most organizations have more reporting on talent and succession than ever before. Yet still struggle to answer a basic question: where are we actually exposed?
Read ArticleWhen Plant-Level HR Becomes a Blind Spot
The strength of human resources at the plant level shapes more than hiring and paperwork. It defines culture, safeguards compliance, and influences the quality of leadership that sustains performance.
Read ArticleLeadership Development System
Boards often treat leadership development, succession planning, and executive compensation as separate decisions. The issue is that incentives, development, and succession are not intentionally designed to reinforce the same outcome.
Read ArticleSerious Succession
Boards often don’t have a clear view of leadership depth, readiness, or culture until a transition forces the issue. By then, decisions become reactive, and options narrow.
Read ArticleRisks Boards Can’t Delegate
Leadership continuity and culture belong in the boardroom. They are governance responsibilities, not routine HR updates.
Read ArticleRead a Culture in the First 30 Minutes
You can learn more in 30 minutes on the floor than in hours of presentations. Data confirms what you see. It rarely reveals what’s being ignored.
Read Article