12 12    SAN JOSE

09:00  –  2:30   finish

venue: RIVER OAKS, 250 Brandon, San Jose 95134


Ed Cohen,  Global Business Editor


Want more info?

Destination Services Relocation Directors are perfectly situated at the intersection of employee mobility, corporate workforce strategy and tactics, and, area economic development.

I call this… “where the rubber meets the road” … regarding relocations and customer experience delivery.

Taking care of these people is actually taking care of business. — Ed

Please contact me  +1.619.787.3100 txt/tlk  or email




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REGISTER SECURELY $250 General Admission 

 $195/seat for 2; buy 3 @ $150/seat

or with ed via 619.787.3100. Data deleted upon card processing; receipt immediate


9am, Check-in, refreshments

9:30, Moderator’s intros of people in the room

10, Keynote address + audience discussion on GLOBAL TALENT PIPELINE, LIFE-CYCLE MANAGEMENT, CANDIDATE ASSESSMENT …presented by Susan Schmitt, GroupVP and Head of HR – Applied Materials

10:55 – 11:20, BREAK

11:20 – 12, TECH and Talent Mobility Management; Dave Hargis from TOPIA will demo the  new app +  audience discussion

12 – 12:20, COMPLIANCE / IMMIGRATION; Paul Chen, Senior Attorney with Meyer Law Group will provide an update and welcomes audience questions

12:20,  Lunch served


Destination Housing; Tana Rivas, Irvine Apartment Communities

RMC;   Drew Phillips- Sterling Lexicon

1:15 – 2:30, Keynote workshop led by Jennifer Green –

Martin Jessen,  VP Learning  –  SCHNEIDER ELECTRIC

Berlyann Paz,  Sr. Dir, HR Talent Ops & Acquisition (Americas) –  FIRE EYE  

Brenda Rogers, Head of People Operations –  ELECTRIC IMP Inc.

2:30, Moderator’s Summary / next steps



 Conference keynote by   


Group Vice President

Head of Human Resources

Applied Materials, Inc. is an American corporation that supplies equipment, services and software for the manufacture of semiconductor chips for electronics, flat panel displays for computers, smartphones and televisions, and solar products.

Susan Schmitt leads Human Resources for Applied Materials and its more than 20,000 global employees.

She has more than 30 years of experience in HR, providing executive leadership for the function most recently at Rockwell Automation and Kellogg Company.

Her innovative mindset and commitment to excellence define her leadership style. She continually looks to meet today’s global business challenges with creative HR strategies that engage people, enable exceptional performance and support a dynamic, inclusive corporate culture.

Her passion for creating value for organizations is evident, whether she is strategizing future workforce imperatives or clarifying talent assessment and development models that will enable all individuals to contribute their best work.

While at Rockwell for 11 years, Susan set global strategies designed to strengthen leadership, build organizational capacity and power the company’s business priorities.

This work was consistently recognized by external organizations, and significantly contributed to Rockwell Automation being recognized with the prestigious Catalyst Award in 2017 for the company’s innovative approach to building a culture of inclusion; and being named one of the “World’s Most Ethical Companies” for nine years.

Under her HR leadership, Rockwell’s inclusive practices earned a perfect score of 100 on the Human Rights Campaign Foundation’s annual Corporate Equality Index for LGBT Equality and the distinction of “Best Places to Work for LGBT Equality.”

Susan is a fellow of the National Academy of Human Resources – the highest professional honor for individuals in HR. She has lived, studied and worked in the United States, France and England.

She earned her master’s degree in Industrial/Organizational Psychology from Illinois State University, and her bachelor’s from Albion College in Michigan. She also attended the University of Grenoble, France.

Contributing her expertise to developing future talent, she is a Leadership Advisory Board member for the Dean of Engineering at the University of Michigan serving as the Vice Chair in the College of Engineering, and is a member of the Diversity, Equality and Inclusion Advisory Council for the College of Engineering.


Managing Principal,

Green Global Resources


Managing Principal, Jennifer Green, is recognized as a uniquely gifted management consultant with both broad and specialized knowledge and experience building foundational talent management capacity for successful business transformations.

The Green Global Resources team configures effective talent strategies and programs that deliver superb results for growth companies that need help hiring, managing, and retaining employees during critical business transitions.

Each of the team members have years of experience in talent acquisition, engagement, global employment policies and practices, conflict resolution and mediation, harassment training, as well as, infrastructure technologies to support these processes.

A recognized expert in change management, total rewards, and organizational development, Ms. Green is sought-out as a speaker for SHRM affiliate events.

Tagged “the Motivator” by more than one client, Ms. Green delivers hands-on action plans, and the team resources to execute, that achieve immediate and sustainable results and ROI’s as much as 10x the investment.

Green Global Resources is committed to providing the best possible client services and solutions using the latest tools, technology and resources.



VP Learning Solutions

Electrical & Electronic Manufacturing

25 billion euros in sales; 137,000 employees

2018 revenues by geographic region:  Western Europe 27%; Asia Pacific 29%; North America 28%; Rest 16%

Leading the Digital Transformation of Energy Management and Automation

Providing energy and automation digital solutions for efficiency and sustainability

World-leading energy technologies, real-time automation, software and services into integrated solutions for homes, buildings, data centers, infrastructure and industries. We make process and energy safe and reliable, efficient and sustainable, open and connected.


About:   Global | Transformative | Strategic

Multi-lingual in English / German / Danish / French.

Business Partner and functional leadership roles. Expertise in influencing and positioning HR function strategically to develop and operationalize innovative and impactful solutions and delivering sustainable transformations. Designs/ executes learning strategy; closely aligning learning priorities with business strategy and transformations to ensure future-ready workforce competitiveness, innovation, growth, and talent attractiveness. Leads team of 10 Learning Partners.  Applies business-oriented approach, building on international background with empathy to different cultures and perspectives.

Expertise in influencing and positioning HR function strategically to develop and operationalize innovative and impactful solutions and delivering sustainable transformations.
Hands-on approach to problem solving, motivating teams to work towards common purpose in inclusive and collaborative environment.

HR expertise: Strategic workforce planning, Talent Management, Learning & development, Performance management & analytics

Business partnering: Align business & HR strategy, Develop leaders, Transform businesses, Shape culture

Leadership: Stakeholder management, Build high-performing HR teams, Executive & team coaching


Head of People Operations

Electric Imp

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David Hargis, Vice President Product Management at Topia

He has spent over two  decades creating scalable experiences that support people and organizations on their journeys to success. He began his career in K-12 education, where he helped build some of the earliest SaaS learning experiences, before moving into enterprise-level learning and development software. Prior to joining Topia, he served as Head of Product and Chief Evangelist for GlobalEnglish.


No matter who you are, what is important to you, or where you live in the world, everyone is looking for value in all facets of life – is $20/mth for Netflix Premium value enough to sign up? Will spending 30 minutes running in the park give me value for my time? Are 2 goats a good trade for 10 chickens?  

The most obvious and frequent value we look for is value for money.  Insert Google Search Definition: “Best value for money is defined as the most advantageous combination of cost, quality and sustainability to meet customer requirements.”  Yet, these types of definitions don’t take into account the intangibles when it comes to value.

NICK MARTIN – Enterprise Account Executive/West Coast

Every time we go to buy something we either consciously or subconsciously ask ourselves, how much am I willing to spend on this product or service that meets my needs, so I can walk away from the transaction and feel as though (perceive) I have obtained value for my outlay?  This could be your morning coffee ($5 is not value for money by the way) or even a multi-year office lease for 3,000 employees.  We are always looking for that feeling of value.

There are all sorts of Marketing ploys to help the consumer/buyer feel as though they have “won” and this extends from retail/consumer purchases, right through to complex B2B sales – 2 for 1 offers, 50% off, join our members club and receive more value, act as a reference and we will lower our price etc etc.

Both parties – buyer and seller – want to walk away from that particular transaction and feel as though they obtained value.

So through these assumptions what we are saying here is, it is how we feel that gives us that sense of value.  Words like feel and sense aren’t really quantifiable, so you wouldn’t think that signing off on a $1M data security purchase would include this narrative, but I think it would surprise a lot of people that feeling like you have received value, is an important component in the decision-making process of the buyer.

Don’t get me wrong, when a CFO sits down to assess the value of making a $1M decision, they are going to be looking at all of the different types of value this purchase is going to bring to the company – hard cost savings, softer productivity & opportunity-cost savings, decrease in headcount due to automation, potential data breach avoidance, and all of this over the entire contract life cycle.  So there has to be tangible value in order to sign off on such a purchase, or they are in fact derelict in their duties as a signatory of their company.

But does that CFO feel as though this purchase is bringing value to their organisation?  If it is a line ball decision on whether to go ahead and sign the contract or not, then this feeling (or lack of it) may contribute even in the slightest way to the ultimate decision.

This post is not about coming up with ways to try and deceive the buyer into thinking (or feeling) that they have obtained value in a particular purchase when they have not, it is merely to highlight that the buyer does of course rely on facts and hard evidence in order to buy something, but they also want to feel as though it’s a good deal.

So tomorrow when you tap for your morning coffee, I wonder whether you will hesitate and think is this coffee value for money?  Or whether you might just say to yourself I feel like this coffee is value for money, so I’ll pay for it regardless.

Does anyone else like to feel as though they found a bargain, and how much does that feeling play a part in your decision making?

TANA RIVAS – Regional Manager

PAUL W CHEN – Senior Attorney