Leadership that
moves business
forward.

A growing platform business integrating organizations with different people, compensation, systems and cultures.

Led HR due diligence and the people integration of nine acquired businesses, aligning workforce, rewards, HR systems and culture priorities during organizational growth.

Rapid expansion across a major healthcare distribution business and four distribution centres.

Led a 13-person HR function with a $2.5M budget and scope of up to 1,300 employees. Supported more than 400 staff hires and four executive hires in one year.

Unionized and non-union manufacturing operations undergoing change, integration and facility transitions.

Led bargaining and grievance/arbitration matters, reducing bargaining time by 75% across multiple agreements while staying within budget. Managed HR responsibilities through four plant closures/dispositions.

Different employment frameworks, rewards practices, executive needs and operating rhythms across multiple jurisdictions.

Direct HR accountability across U.S. operations and teams in the U.K., Europe and South America at Republix; responsibilities extending to India, China and Taiwan at Gennum; and support for New York and New Jersey employees at Safyre Labs.

Leaders needed deeper insights into workplace culture, organizational structure and future capabilities.

At Republix, AI analyzed employee engagement and culture survey data and produced conclusions; Jennifer interpreted the analysis and developed action plans. At Safyre Labs, she used AI-supported organizational modelling to inform restructuring and leadership assessment.

Complex employee and labour relations issues across a large workforce.

Combined bargaining, grievances, arbitration and manager coaching with practical case handling, reducing external legal expense by more than $100K in her first year.

Organizations requiring more scalable employee data, people operations and administrative workflows.

Experience across five HRIS implementations involving platforms including UKG, ADP, PeopleSoft and BambooHR; also delivered SAP Time and Attendance implementation work at Gennum.

Business and operational priorities changed in a manufacturing and e-commerce environment.

Redesigned organizational and talent priorities, recruited three executives, strengthened HR delivery and achieved $50K in first-year HR expense savings.

Executive compensation decisions needed to balance organizational goals, financial performance and leadership accountability.

Worked directly with boards and executive leaders on compensation, including short- and long-term incentives informed by measures such as revenue, EBITDA, cash flow and market share.

Business direction and evolving organizational requirements called for sensitive executive restructuring and leadership decisions.

Partnered closely with CEOs on executive team restructuring, leadership-fit decisions and transitions, balancing commercial needs with careful implementation.