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.
Some Roles Carry More Risk Than Their Title Suggests
Some of the highest-risk roles in a company never make a critical-role list, because nothing about the title suggests they belong there.
Read ArticleIdentify People Risk Then Manage It
Finding your organization's people risk is the easy half of the work. Managing it before a critical role opens is where most leadership teams fall short.
Read ArticleThe Hardest Part of Succession Planning Is Telling the Truth
A succession plan is only as good as the readiness ratings behind it. Here's why leaders rate their own people too high, and how to change the review.
Read ArticleWhat a Succession Chart Does Not Tell You
A succession chart with every box filled can feel reassuring, but if the evidence behind it hasn't been tested, you don't have a plan. You have a list of names.
Read ArticleWhere Leadership Risk Actually Lives
Most critical-role lists come straight off the org chart, which tracks hierarchy. Hierarchy and risk measure different things, and the two lists hardly ever match.
Read ArticleRemove the Names From the Boxes
Naming a successor too early turns succession planning into a conversation about personalities. Removing the names first is what actually exposes where the risk lives.
Read Article