Strategic Connexus is an advisory platform focused on aligning strategy, people, and technology to enable sustainable transformation and measurable growth. I partner with growing organizations and leaders navigating change, productivity pressure, and digital acceleration — helping define strategy and build the organizational capability required to execute it. Engagements are grounded in the Performance Architecture Method™, a structured approach to diagnosing organizational systems, aligning leadership, and reinforcing the structural conditions required for transformation to endure. Work may include organizational performance assessments, leadership alignment, operating model design, workforce strategy, change enablement, and executive advisory support. The focus is on strengthening leadership capability, aligning operating models, and building the structural and cultural conditions required for sustainable performance. At the center of this work is a commitment to elevating HR and people leaders as strategic enablers of growth.

As Global IT HR Senior Director, I led enterprise‑wide talent, capability, and workforce strategy for a 6,000+ employee IT organization—partnering with the CIO to modernize career systems, redefine future skills, and build a high‑performing, resilient global workforce during rapid digital transformation. • Led end‑to‑end global talent strategy (workforce planning, succession, staffing, leadership development). Doubled hiring capacity (3,000 hires in 3 years), cut time‑to‑fill from 120→59 days, and reduced experienced‑hire ratio from 60%→34%. • Launched the global IT career framework and enterprise‑aligned job architecture, simplifying roles by 8% and building a future‑ready skills ecosystem. Redefined digital & AI capability model and modernized learning solutions to accelerate upskilling. • Redesigned global onboarding, reducing early attrition by 50% and strengthening culture, engagement, and organizational readiness. • Defined and executed the IT workforce footprint strategy; led hub analysis and future‑location modeling that enabled opening the new IT India site for expanded capabilities and cost efficiency. • Provided global HR consulting and executive coaching; advised senior IT leaders on operating model evolution, org design, culture transformation, and strategic talent pipelines.

Led HR strategy for the Global Information Security organization during one of the most high‑pressure periods in the function’s history (COVID era), partnering directly with the CISO to strengthen enterprise cyber readiness, organizational resilience, and global talent strategy. Led Global IT Skills and Capability strategy for our over 3,000 employees, to enable digital transformation and upskilling effort, driving global scaled capability, culture, and workforce initiatives that elevated performance, stability, and long‑term skills development. • Strengthened enterprise cybersecurity talent by redesigning org structure, scaling critical roles, and supporting onboarding + integration of a new external CISO. Improved Employee Satisfaction +4 points and enhanced global operating model effectiveness. • Transformed the global IT Skills & Capability strategy, defining long‑term capability pillars, skill taxonomy, and modern learning architecture to accelerate digital transformation enterprise‑wide. • Developed global capability “products” (frameworks, tools, and scalable learning modules) deployed to all regions, increasing adoption and consistency across 25,000 employees. • Launched the shift to a skills‑based organization, enabling talent visibility, mobility, and upskilling through Workday‑powered skills intelligence and next‑gen career pathways. • Delivered a global IT Skills & Capabilities Upskilling Program reaching 25,000 employees, significantly elevating technical and cybersecurity proficiency across the enterprise. • Led culture and change interventions to improve engagement, reduce burnout risks, and support workforce well‑being in a highly demanding, always‑on security environment.

Led Talent, Culture & Capability Strategy for 450+ Brand, Marketing, CMK, Communication & Design employees across Latin America—driving digital fluency, innovation agility, and leadership growth. • Regional Talent & Leadership Lead for Brand Functions — Built and executed talent, succession and capability plans, strengthening leadership pipelines and elevating performance across LATAM. • Digital Upskilling at Scale — Partnered with a global provider to deliver a region‑wide digital capability program, upskilling 80% of Brand employees and increasing modern marketing and data‑driven capability. • Role, Skills & Recognition Modernization — Redesigned role expectations, capability frameworks and recognition systems to enable agility, accountability and cross‑functional collaboration. • Lean Innovation Transformation — Launched and scaled Lean Innovation across LATAM, embedding rapid experimentation and agile decision cycles; accelerated innovation timelines by 35% across multiple categories. • Culture & Organizational Acceleration — Strengthened entrepreneurial mindset, consumer‑centricity and speed of execution, supporting category and market growth across Latin America.

Served as the senior HR leader for P&G’s largest Latin American business unit ($1B+, 2,000+ employees across multiple markets and 8 manufacturing sites), leading a full business, culture, and capability transformation that returned the category to profitable growth after a decade of decline. • Led end‑to‑end HR strategy and business transformation, partnering with the VP and leadership team to redesign organization structure, leadership capability, culture, and operating model—reversing a 10‑year decline and achieving +3% growth within two years, reaching almost +6% by year five. • Drove leadership effectiveness & culture reinvention, implementing a multi‑year leadership development roadmap, strengthening team effectiveness, and embedding new ways of working rooted in empowerment, accountability, and consumer‑centricity. • Embedded Lean principles & agile innovation practices, accelerating speed‑to‑market and reducing initiative launch timelines by 30%+, enabling faster prototyping and higher innovation throughput across the region. • Led Global Fabric Care Capability strategy, defining the skills‑of‑the‑future and partnering with all regions to build functional mastery, digital fluency, and modern brand‑building skills. • Redesigned and launched the Global Fabric Care Onboarding Program, scaling a new enterprise‑aligned onboarding model to all regions to strengthen capability ramp‑up, cultural assimilation, and early performance. • Enabled sustained business turnaround, driving organizational health, leadership capability, and operational discipline that strengthened market competitiveness and long‑term growth trajectory.

Led employee relations, policy governance, and workforce compliance for the 800‑employee Latin America Headquarters. Strengthened organizational health, risk management, and operational consistency across a multi‑country environment. Designed, updated, and implemented regional HR policies and benefits frameworks, ensuring legal compliance and alignment with corporate standards, being this a new site. Managed all employee relations matters, investigations, and workplace risk cases, improving resolution speed and stakeholder confidence. Key focus on immigration, relocation and localization of over 200 Employees from across the region. Oversaw immigration, work visa, and mobility processes across LATAM, ensuring compliant and efficient employee movement. Also, Partnered with senior leaders and legal teams to enhance the employee experience, reduce ER risks, and streamline governance practices. Led as Project Manager the creation of a new Community Day Care to sere and support our employees and those located close to us, creating space for over 250 Children and babies.

ed the full integration of three standalone organizations into a unified Latin America business unit, guiding talent, culture, and operating model shifts during a major relocation of employees and families from Caracas to Panama. • Integrated three organizations into a single regional unit—designing the new culture, leadership norms, and operating model to enable business continuity and growth. • Maintained business momentum, delivering 4% category growth during the transition. • Improved Employee Engagement by 20+ points within two years through targeted culture, leadership, and communication interventions. • Defined the new business strategy and capability roadmap for the merged organization while preserving category-specific strengths across markets. • Received Presidents Special Recognition for exceptional business results and culture transformation.