About Gigi

 With over 20 years of comprehensive human resources experience, including 11 years in executive HR leadership, I have led and overseen nearly all facets of HR—from talent acquisition, HRIS/HCM systems, and compensation and benefits to employee relations, compliance, DEIB, and leadership development. My diverse background spans a range of healthcare environments, including acute, post-acute, rehab, and mental health settings, supporting organizations of various sizes (50 to 5,000+ employees), structures (single site to multi-state, multi-EINs), and stages (start-ups to established entities, including M&A and ownership transitions). I’ve worked in privately owned, publicly traded (SOX-compliant), and federal contractor environments. Known for my fairness, empathy, strategic mindset, and ability to remain calm under pressure, I have built a strong reputation as a trusted, innovative HR partner through every phase of organizational growth and change. 

My approach emphasizes creating operational efficiencies while ensuring a positive, engaging, and compliant workplace environment. By partnering with me, you can expect customized solutions that address your organization’s specific challenges and opportunities, leading to sustained business success and a thriving workforce.

Human Resources is far more than transactional processes and policies—it’s about people. At the heart of every interaction is a human being with their own unique background, circumstances, and experiences. It’s essential to approach every situation with empathy, understanding that no two individuals are the same.

I believe that, fundamentally, people want to do meaningful work and take pride in what they do. As HR professionals, our role is to support leaders in creating an environment where employees can thrive—where they feel respected, valued, and empowered to bring their best selves to work.

By fostering a culture of trust, inclusion, and purpose, we enable individuals not only to find joy and pride in their work, but also to make a lasting, positive impact on the organization’s goals. Human Resources should be a strategic partner in building workplaces that honor humanity while driving performance and growth.

I lead with optimism, always exploring possibilities and seeing the glass as half full. I believe a positive mindset sets the tone for what’s possible and helps teams approach challenges with creativity and resilience. I lead by example—willing to roll up my sleeves, get hands-on, and pitch in where needed. I would never ask anyone to do something I wouldn’t do myself.

As a servant leader, I measure my success by the success of my team. My role is to develop and empower others, then step aside and trust them to thrive. I create space for autonomy while being present for support when needed.

Crucial conversations are a cornerstone of my leadership. I prioritize transparency—sharing as much as I am able—because timely, clear, and thorough communication is essential for people to make informed decisions and do their best work.

I also deeply value personal care and well-being. I advocate for work/life balance and strive to create a culture of psychological safety where compassion and flexibility are the norm. People do their best work when they feel seen, supported, and respected—and as leaders, we must model that care in how we show up for each other.

Owner & Independent HR Executive Consultant

Keep the Human in HR | APRIL 2022 - Present

Director of Human Resources

MetroEHS Pediatric Therapy | Plymouth, MI 

DECEMBER 2024 – FEBRUARY 2025

Sr. Vice-President, Head of People

Better Life Partners | Manchester, NH 

AUGUST 2022 – AUGUST 2024

Chief Human Resources Officer

Rainbow Rehabilitation Centers | Livonia, MI 

MAY 2016 – APRIL 2022

Director, Human Resources

ABM Industries - Healthcare Vertical | St. Clair Shores, MI

FEB 2013 – MAY 2016

Interim Human Resources Manager

LMS International | Troy, MI 

NOV 2012 – FEB 2013

Human Resources Manager  / HR Business Partner

Henry  Ford Health System - Henry Ford Macomb | Clinton Township, MI 

SEP 2006 – OCT 2012

Board of Trustees, Chairperson: Michigan Assisted Living Worker’s Compensation Fund | 2016 – Present

Bachelor of Science: Human Resources Development & Training

Oakland University, Rochester, MI

Professional Development: Inforum Center for Leadership's Executive Leadership Program Flight 16 Southeast

Certifications: Senior Professional Human Resources (SPHR) 2008 – 2013

Problem: HR infrastructure was inadequate to support rapid organizational scaling.
Outcome: Revamped HR programs and services to align with evolving business needs, successfully supporting growth from a $50M to $200M division.

Problem: Risk of high attrition during outsourced employee integration after client acquisition.
Outcome: Partnered in sales and onboarding process; designed a smooth transition strategy resulting in 95% employee retention and 90% client retention.

Problem: Lack of standardized performance feedback and alignment with company strategy.
Outcome: Rolled out a company-wide performance management program, doubling review completion rates and improving alignment of individual goals with strategic priorities.

Problem: Ineffective hourly onboarding led to low new hire retention and poor experience.
Outcome: Revamped orientation, resulting in an improved start rate and increased employee retention in hourly roles.

Problem: M&A activity risked employee disruption and attrition.
Outcome: Directed due diligence and onboarding during acquisition by NeuroRestorative, maintaining business continuity and achieving 97% employee retention.

Problem: High incident rates and lack of safety culture.
Outcome: Developed a coordinated safety program, cutting TRCR from 4.31 to 2.58 and DART from 1.256 to 0.42 within a year.

Problem: New federal contractor designation required compliance with Affirmative Action regulations.
Outcome: Selected and implemented an ATS and supporting processes, ensuring legal compliance and improving recruitment efficiency.

Problem: High first-year nurse turnover impacted care continuity and engagement.
Outcome: Created and implemented onboarding tools that improved engagement and were showcased during a Malcolm Baldrige Award site visit.

Problem: Hospital closure risked mass layoffs.
Outcome: Orchestrated the redeployment of over 800 employees in under three months, avoiding layoffs and maintaining morale.

Problem: Lack of formal DEI structure limited inclusion efforts.
Outcome: Secured leadership commitment and launched a structured DEI program, including hiring a DEI Specialist, improving employee engagement and representation.