My career didn’t start in business—it started with story. What I learned through literature became even more powerful in practice. That early fascination with character and motivation evolved into a lifelong curiosity about people in real-world systems. It shaped how I see leadership, culture, and the role of Human Resources in driving performance. I believe people – when empowered and aligned -are the engine of enterprise value. That belief has been the foundation of my work across global organizations and complex transformations.

At Atlas Air Worldwide, I led global HR during a time of major change. The company operated in a regulated, unionized, safety-sensitive environment across APAC, EMEA, and the Americas.

• I partnered with the board on succession planning, executive compensation, and long-term talent strategy.
• I supported two CEO transitions and helped rebuild the executive team to meet evolving business needs.
• I co-led the launch of a Transformation Office to improve alignment and culture.
• I helped guide the organization through a complex private equity acquisition and global operational shifts.

These efforts led to measurable improvements in performance and enterprise value.

Earlier in my career, at Kate Spade, I helped build the infrastructure for its transition from subsidiary to parent company.

• I worked with leadership to shape governance, talent systems, and cross-functional alignment.
• Following the $2.4 billion acquisition by Tapestry Inc., I led key aspects of the post-acquisition integration.
• I partnered closely with the board’s Compensation and Talent Committee to ensure continuity and engagement.

These experiences deepened my expertise in leadership transitions, culture integration, and stakeholder management. Across my career, I have worked at the intersection of people, strategy, and value:

• Supporting growth-stage transformation and post-merger integration
• Advising boards on executive compensation and governance
• Leading workforce strategy in public and private global environments
• Designing systems that help people perform at their best

Today, I hold a Doctorate in Business Administration, with research focused on strategic HR. My research explores how organizational systems either unlock or limit HR’s ability to deliver enterprise value. This academic perspective complements my leadership experience in HR, business transformation, and board engagement.

I believe HR is more than a function- it is a lever for performance, culture, and long-term impact. I’m excited to bring this blend of operational expertise and research insight to boards and leadership teams.