Executive Profile

I am an enterprise human resources and compensation leader with more than 20 years of experience guiding people strategy, organizational design, and executive advisory work within complex, multi-entity environments. My career spans nonprofit, retail, hospitality, and professional services organizations, with a consistent focus on building scalable, values-aligned people systems that strengthen trust, equity, and performance.

Currently, I serve as Director of Compensation for the Evangelical Lutheran Church in America, where I lead enterprise-wide compensation strategy, pay governance, and market alignment across 300+ roles. My work has resulted in measurable improvements in pay equity, regulatory compliance, and retention of mission-critical talent. I partner closely with senior executives, finance leaders, and boards to align compensation philosophy with organizational mission and long-term sustainability.

Previously, I have held senior HR leadership roles overseeing full-cycle people operations, talent strategy, employee relations, and workforce planning for organizations navigating growth, transformation, and cultural change. I am known for translating complex data into practical, ethical decisions that balance risk, human impact, and organizational goals.

My leadership philosophy is grounded in transparency, accountability, and care. I believe effective people strategy is not only compliant or competitive — it is human, values-driven, and built to endure.

Executive Leadership Capabilities

  • Enterprise HR Strategy & Advisory

  • Executive & Board Partnership

  • Organizational Design & Change Leadership

  • Executive Compensation & Pay Equity

  • Total Rewards Strategy & Pay Governance

  • Compliance, Risk & Regulatory Oversight

  • Succession Planning & Leadership Development

  • Culture, Engagement & DEI Strategy

  • Multi-Entity Workforce Leadership

Selected Leadership Experience

Director, Compensation | Evangelical Lutheran Church in America

  • Enterprise redesign of salary structures and incentive frameworks

  • Achieved 100% federal and state compliance across compensation programs

  • Reduced compensation disparities by 18% and increased retention of critical roles by 12%

People Business Partner | Evangelical Lutheran Church in America

  • Strategic advisor to 20+ senior leaders on workforce planning and organizational design

  • Led succession planning for 40 critical roles with a 2:1 internal pipeline

Human Resources Director | The Night Ministry

  • Increased retention by 14% and internal promotion rates from 8% to 18%

  • Positioned total rewards programs in the 75th percentile of market benchmarks

People Philosophy

Care is not a sentiment—it is a strategy. My philosophy is grounded in the belief that when organizations intentionally care for people, they unlock performance, resilience, and sustainable growth. Care, when operationalized, becomes a disciplined approach to leadership, decision-making, and accountability.

Care as Leadership Discipline

Care begins with leaders who listen deeply, act with integrity, and make decisions that balance performance with humanity. I believe leaders must be equipped to lead with empathy while holding clear expectations. My role is to ensure leaders have the capability, data, and coaching needed to do both—especially in moments of growth, complexity, and change.

Care as Equity and Fairness

Care is expressed through fairness, transparency, and trust. This includes equitable pay practices, clear career pathways, and consistent governance across functions and geographies. Employees should understand not only what decisions are made, but why. Equity is not a program—it is embedded in how work is designed, rewarded, and recognized.

Care as Capability and Growth

People do their best work when they see a future. I prioritize succession planning, leadership development, and capability building that prepare individuals and teams for what’s next. Care means investing ahead of need—ensuring the leadership depth and skills required to support growth.

Care as Culture and Experience

Culture is shaped by everyday experiences. From the national office environment to the delivery of HR services, care must be felt consistently. I believe in creating workplaces—physical and virtual—that are safe, inclusive, collaborative, and aligned to organizational values.

Care as Business Enablement

Ultimately, care enables performance. When people feel supported, respected, and challenged, organizations move faster and with greater confidence. My commitment is to translate organizational purpose into systems, leadership behaviors, and people strategies that drive engagement, retention, and long-term success.