HR expertise that moves organizations forward.

At Builders Capital, workforce growth from approximately 25 to roughly 300 employees required HR infrastructure that could keep pace across a complex multistate footprint.

Mapped varied employee populations, compensation arrangements, payroll requirements, benefits eligibility, and state obligations; partnered with vendors and executives to build scalable payroll, benefits, and retirement practices.

Created a stronger operating foundation for continued expansion, reduced fragile workarounds, and balanced employee experience with compliance and financial sustainability.

Boeing needed to hire rapidly across Washington to support defense, commercial-airplane production, and aircraft delivery commitments.

Directed and trained an approximately 20-person recruiting team across multiple hiring stations, coordinated vendors, and aligned execution with operational workforce priorities.

The broader initiative supported more than 4,000 hires in one quarter and strengthened staffing across multiple Boeing businesses.

The 787 program was experiencing labor loss that affected reliable staffing and manufacturing operations.

Worked with a focused team to analyze attendance patterns, identify recurring drivers, clarify workforce expectations, and equip leaders to apply policy consistently.

Labor loss decreased by approximately 30% in the following quarter—demonstrating the power of clear data, communication, and manager accountability.

A rapidly growing organization needed a more sustainable engineering and IT model, with clearer decisions about internal capability and strategic outsourcing.

Analyzed roles, costs, capabilities, and business requirements; helped restructure the function, recruited the Head of Technology, and aligned the new model to future needs.

Reduced costs, strengthened internal capability, and established the foundation for a technology organization that grew to approximately 30 people.

As Boeing prepared to close production of the iconic 747, employees across the program faced changes to their work, shifts, locations, and continued employment.

Partnered area by area with managers and the skills team to map affected employees, transferable capabilities, closeout timing, and available work; coordinated job, shift, and location transitions while keeping final production appropriately staffed.

Completed the workforce transition without layoffs among the employees in the population I supported, preserving critical talent and helping management close the program responsibly.

During growth from roughly 25 to approximately 300 employees, the existing heavily company-paid benefits model was no longer financially sustainable.

Worked with leadership and benefits partners to evaluate plan design, coverage, contributions, deductibles, and total cost; then met individually with employees to explain the changes and help them understand their options.

Implemented a more scalable benefits structure while giving employees transparent, individualized support through a difficult change—balancing financial discipline with trust and employee care.