1. Marla L. Jackson
9 0 8 - 2 4 4 - 9 0 9 6 ( m )
7 3 2 - 4 0 8 - 9 2 8 3 ( h )
M a n c h e s t e r , N J
m a r l a 3 j a c k s o n @ g m a i l . c o m
Passionate HR leader with proven ability to inspire and drive business strategy
Profile
 Accomplished global executive with an established track record.
 Trusted C-suite advisor, strategic partner and coach.
 Champion of human resource management change on a global scale.
 Trusted employee advocate with outstanding conflict resolution and leadership skills.
 Exceptional communicator and listener with the right combination of empathy and
assertiveness, balancing the interests of clients, business and organizational practice.
Business Competencies
 Strategic HR planning
 Lean organizational design
 Talent acquisition
 Change management
 Talent development and succession
 Organization-wide diversity and inclusion
 C-level and board of directors partnering
 Cross-functional organizational impact
 Diversity and inclusion strategies
 Brand marketing and social media
 Employee relations risk management
 Business unit P&L and corporate center
Experience
Prudential Financial, Newark, NJ August 2009 to Present
Vice President, Human Resources February 2014 to Present
 Oversee the development and implementation of HR strategies for Auditing, Investment Office,
Global Brand Marketing and Advertising and Strategic Initiatives and Global Strategic Research.
 Direct a staff of three direct reports and five business-unit HR partners.
 Led several market-driven HR organizational change initiatives:
o Transformed the Internal Audit department operating model and organizational structure
to address federal and global business requirements.
o Aligned social media strategies through consolidation of Global Communications with in-
house Brand Marketing and Advertising. Eliminated conflicting business communication
strategies. Significantly improved Prudential brand awareness and reputation.
o Partnered with C-level executives to ensure lean operations (target operating model) and
effectiveness of corporate centers of excellence.
 Led a global talent review resulting in the design and implementation of an intra-country talent
development and succession strategy.
 Successfully implemented recruitment strategies that increased female and people-of-color
representation within the Chief Investment Office.
 Collaborated in driving the creation of a Prudential HR data analytics team focused on
developing best-in-class HR practices for corporate centers to affect attrition, performance and
learning and development.
Director, Human Resources and Diversity Consultant August 2009 to February 2014
 Served as lead human resources business partner for Global Marketing Communications and
diversity and inclusion strategist for Prudential’s corporate centers.
 Collaborated with key stakeholders to drive change across the vice chairman’s corporate centers.
 Spearheaded development of a business-wide marketing council and partnerships across the
enterprise to align marketing and communication strategies.

2. Marla L. Jackson
P a ge 2
 Developed and drove diversity and inclusion initiatives for Prudential’s corporate centers, with
exposure to U.S. and international business and corporate functions.
o Aligned initiatives with business strategy, assessed change readiness and developed
comprehensive change programs.
o Identified needs and partnered with corporate D&I and Social Responsibility departments
to successfully design and implement a “Building Diverse Leadership on Non-Profit Boards”
program.
o Pioneered a flagship Emerging Leaders mentoring program that promotes diversity,
inclusion and collaboration targeting the top 15% of high-performing professionals to
increase sponsorship and awareness of talent.
 Served as executive coach and objective mediator for leaders and employees to ensure HR
problem resolution and risk mitigation through multiple restructuring initiatives.
American Express Company, New York, NY August 1995 to August 2009
Director, Human Resources (various client groups) September 2003 to August 2009
 Directed the execution of global business unit HR strategies and managed the performance of
ten international HR professionals. Provided oversight for local markets including Singapore,
UK, India, Japan, Ireland, Brazil and Mexico.
 Impacted over 5000 employees across highly diverse range of P&L businesses including
operations, sales and marketing and banking.
 Created and drove implementation of numerous organizational effectiveness and restructuring
initiatives, including change management, communication and recruitment strategies.
 Supported trade operations’ back office and helped launch the offshore operations for
American Express Bank.
 Developed and managed diversity and inclusion scorecard for domestic and international goals
focused on business-owned cultural awareness strategies.
 Counseled and coached senior executives and employees at all levels, significantly increasing
HR’s value as a strategic partner focused on business objectives.
 Co-led the design and work of the Strategic Initiatives Group that innovated flexible work-place
solutions resulting in increased retention of high-performing women and featured in the
Harvard Business Review, Forbes and Financial Times.
 Coordinated expatriate international assignments with comprehensive repatriate talent plans.
 Provided project management oversight and coordination of the year-end performance and
compensation process, including adverse impact review and analysis.
Manager, Human Resources Business Partner December 2001 to September 2003
 Guided resolution of employee relations issues at all levels, development of compensation
packages and coordination and administration of HR programs including talent management,
year-end process, goal and development planning and employee opinion surveys.
 Supported numerous and diverse business-unit clients across U.S. and Europe.
 Designed and implemented sales incentive plans and employee reward and recognition
programs that led to greater market share and business performance for domestic and
international product offerings.
 Set strategies in place to create a performance and professional growth culture by designing
career tracks, profiles for success and interview guides for various functions.
Manager, International Compensation and Benefits September 2000 to December 2001
 Managed two direct report analysts and oversight for five in-country analysts to support over
3000 employees worldwide for the American Express Bank.

3. Marla L. Jackson
P a ge 3
 Improved the efficiency of total compensation programs, employee relations and overall HR
operations processing in implementing the company’s pay-for-performance philosophy.
 Designed and implemented crucial equality programs, such as standard pay practices for bonus
incentive payouts for foreign exchange traders located in the U.S., Europe, Asia and Chile.
 Collaborated with senior management to develop executive compensation programs to help
attract new employees and retain key performers.
Sr. Compensation Analyst, International Compensation and Benefits January 1997 to August 2000
 Coordinated a strategic global initiative creating over 300 market zones for global jobs in sales,
marketing, operations and banking functions.
 Developed and implemented locally appropriate Global Rewards and Recognition pay programs
and led the year-end performance management process.
 Supported the re-engineering effort of the Traveler Cheques Marketing group, which included
establishing, restructuring and developing job descriptions for the group.
 Facilitated employee and executive Town Hall compensation training sessions.
Executive Associate, Center for Learning Effectiveness August 1995 to January 1997
 Developed the company’s vendor management expense chargeback database and process.
 Tracked and forecasted projections for $2.5 million budget and coordinated training and
education programs for 10,000 employees.
Education
 BS, Hospitality Management, College of Education and Human Services, Montclair State
University, Montclair, NJ
 Graduate-level HR courses, Kean College, Union, NJ, 1999 - 2000
Professional Development/Memberships
 Certificate, HR Strategic Leadership, Cornell University, Ithaca, NY
 Certificate, HR and the Bottom Line, Cornell University, Ithaca, NY
 Certified Equal Opportunity Professional, Equal Employment Advisory Council
 Workplace Data Analytics for HR, Human Capital Institute
 Member, Society for Human Resources Management
 Graduate, LEAD, Women Unlimited