Managed workforce strategy for BNY's Platform Operating Model, leading transformation of 50K+ employees into new agile structure and co-designing foundational practices for engineering and agile teams. Guided and led HR COEs teams on the Blueprint's design and later implementation.
• Partnered with McKinsey to co-design and test BNY's new Platform Operating Model for 50K+ employees, delivering final blueprint within 6 months target; supporting the 2.5 years transition plan to agile ways of working by deploying 35% of employees into cross-functional teams across 30+ platforms.
• Designed and executed 5 -6 months- waves repeatable transition plan including leadership assessment, talent selection, re-skilling, up-skilling, communications, and onboarding initiatives.
• Co-led build and launch of the Agile (200 employees) and Software Engineering (6K employees) practice as part of the new platform operating model. Practices are responsible for delivering strategic frameworks for performa

Led people strategy for 6K-employee group spanning Asset Servicing, Digital and AI businesses, Clearing, Markets, Treasury, and Shared Services. Concurrently selected to co-lead workforce transformation for BNY's new Platform Operating Model, while maintaining full accountability for Engineering HR delivery.
• Achieved organizational redesign targets, optimizing spans from 6.5 to 7.8, reducing layers from 10+ to 8, and reducing facilitator roles. restructuring micro-teams to improve scalability and speed of execution.
• Strengthened performance management, elevating standards, and accountability through revised performance distributions - stack ranking- and manager KPIs.
• Built early talent pipeline, for the CAO team launching campus program steering commitee and developing structured internal talent roadmap, training, and rotational assignments.

Led people strategy for Global Markets Infrastructure, 5K+ employee organization, with focus on scaling internal talent, modernizing skills architecture, and elevate technical career pathways.
• Led "Skills Program", to shift talent model from "buy" to "build" by leveraging AI-based talent intelligence. Created modern skills taxonomy, using Eightfold AI for digitizing roles of 30K+ employees and building BNY's first enterprise wide digital skills library. This work Featured in a white paper from the Josh Bersin Company.
• Championed the "Distinguished Engineer" Program-. This program was designed to elevate career growth opportunities for highly technical individual contributors in engineering roles, developing "Engineering First" culture. This program positioned BNY as a target employer for engineers across sectors and improved engagement on career development, as 2 subsequent programs were implemented aligned to this program but targeting junior engineers.

Led people strategy for BNY's Technology Infrastructure and OCIO organization (3K+ employees), worked closely with firm's CTO and senior Infrastructure leadership to drive critical capability-building and operational transformation during period of significant infrastructure modernization and change.
• Repositioned talent strategy, recruiting senior leaders from larger global institutions to lead enterprise-wide modernization initiatives, addressing longstanding capability gaps in infrastructure and services.
• Supported launch of bank's first Production Services Model involving 2K+ employees, including ServiceNow implementation, professionalizing incident response, improving service accountability, and aligning with practices used by more mature institutions to increase / improve resilience of running operations.
• Developed workforce plans to mitigate concentration risk -below 50% of resources, balancing critical roles across locations and securing hard-to-find talent in infrastru

Citigroup is global banking and financial services corporation, operating in more than 160 countries with $2+ trillion in assets.
● Director, HR - Operations & Technology 2013 - 2018 Led people strategy for 8K+ employee organization across 20 international markets. Oversaw team of 22 HRBPs and drove regional transformation, expansion, and talent development initiatives across Latin America. Supported global HR efforts, contributing to program design and coaching leaders beyond LATAM to align regional strategy with global Operations and Technology priorities.
• Championed separation and transition of divested consumer businesses across 10 Latin American markets, ensuring continuity, compliance, workforce stability, and mitigation of any people risk.
• Spearheaded workforce expansion strategy and led Costa Rica Global Service Center launch, scaling site from 50 to 3K+ employees. Oversaw hiring, retention, and compliance across key functions supporting enterprise operations.
• Partner

Promoted and relocated to lead people strategy for 3K+ employee regional organization supporting $5B in revenue across 6 regional Centers of Excellence. Led team of 5 HRBPs and drove growth, compliance, and labor stability across Central and Latin America.
• Integrated HR frameworks that supported hypergrowth hiring and international expansion including the integration of 2 large acquisitions, positioning Citi as leader in credit cards and consumer business in Central America.
• Implemented 5 regional Centers of Excellence (COE) covering 1K+ employees across Contact Centers, Customer Service, Credit Initiation, Technology Development, and Fraud Management, improving service delivery, client retention, and operational efficiency.
• Designed and launched regional Labor Relations Program and Labor Resilience Scorecard to mitigate labor risk, by delivering audits and training across Latin America. Trained 1.2K people managers and 180 HR professionals through 5-course digital curriculum.