22 years building HR systems,
now deploying AI inside them.

MU Health Care is a $1.9B academic health system — four hospitals, a School of Medicine, and 13,000 caregivers, 60% of whom are covered by collective bargaining agreements. I lead five teams: software engineers shipping custom web apps and production Azure AI agents, HR Technology/HRIS, Compensation & Data Analytics, the HR Service Center, and Talent Acquisition. I partner with the CHRO, CFO, and CEO on workforce strategy, labor cost, AI deployment, and HR technology architecture.

As Chair of the Digital Governance Committee and a voting member of the AI Governance Committee, I define the privacy, bias-mitigation, validation, and auditability standards governing how production AI is deployed across people operations. My team has deployed an AI voice agent that now pre-screens 42% of all applicants, plus AI assistants for performance reviews (GROW) and leader rounding — shifting routine interactions from transactional handling to intelligent, self-service resolution across thousands of conversations per quarter.

On the infrastructure side: I built the HR Shared Services Center on TeamDynamix — a single front door for 13,000 caregivers with case management, workflow automation, a knowledge base, and self-service across compensation, benefits, HRIS, and general HR. I built a multivariate turnover model and structured skills file that flag departmental hotspots before attrition shows up in lagging indicators. I shipped 20+ Power BI dashboards spanning the full employee lifecycle — cutting the reporting team from 3.5 FTE to 1 FTE with no loss of service. And I designed the Tiger Flex internal nurse float program, reducing hourly nurse cost from $147 (agency) to $90 (internal). I'm also an active member of the Workday ERP implementation team, owning data architecture, business process design, role security, and integration design across HCM modules.

The University of Toledo Medical Center is an academic medical center operating within a collective bargaining environment. I owned compensation design, HRIS strategy, and enterprise HR technology for the institution, directing three managers across compensation, HRIS, and shared services. The department I inherited had no systematic tools for pay equity analysis, strategic compensation modeling, or executive-level reporting — and operated in an environment where compensation errors carry both legal and contractual consequences.

I designed a 9-step equity calculator that repriced roles against market data and closed pay-equity gaps department by department — giving the CHRO a defensible, repeatable process for the first time. I implemented an FLSA violation-warning system inside the HRIS, strengthening compliance across federally-funded research and grant positions where misclassification risk is highest. I delivered the CHRO's first live compensation dashboard, used in real time during collective-bargaining negotiations.

I also launched Cornerstone OnDemand over 18 months: a new talent acquisition platform, fully digitized onboarding, and standardized interview SOPs. The implementation enabled a reduction in TA headcount with zero productivity loss — meaning the process improved at the same time the team got smaller.

I co-founded CompPro Software to solve a problem I'd watched organizations struggle with: calculating compensation correctly, consistently, and in compliance with a constantly shifting patchwork of federal and state labor laws. Our clients were municipalities, school districts, transit authorities, and health systems — organizations where misclassifying a single pay element carries legal, contractual, and political consequences. I built the product, hired every function from the first hire, owned P&L for nine years, and positioned the business for acquisition.

I architected the integration patterns and compensation calculation engine connecting CompPro to 100+ client ERPs across 13 states, and wrote the core formulas that priced billions of dollars in pay across complex collective-bargaining agreements. The engine had to be auditable, explainable, and defensible in negotiations — not just mathematically correct.

We scaled to 13 staff across engineering, client services, and sales, negotiated contracts up to $400K annually, and maintained FLSA, EEO, and state-law compliance across all 13 states throughout. Nine years of building the product, growing the client base, running all operations, and then positioning the company for acquisition.