Mark Dominguez
Project & Program Management · Compensation & Total Rewards · HR Transformation
I lead complex transformation from business case through sustainment, with domain depth in compensation, Total Rewards, HR technology, workforce operations, and enterprise change.
Project & Program Management
Hybrid Agile/Waterfall delivery, PMBOK-aligned governance, RAID/RAG management, stakeholder alignment, budgets, schedules, vendors, UAT, change, launch, and sustainment.
Compensation & Total Rewards
Sales incentives, executive and broad-based compensation, global recognition, job architecture, pay equity, rewards governance, scenario modeling, and performance alignment.
HR Transformation & Technology
Workday HR/Comp, HRIS, talent acquisition, workforce analytics, shared services, operating-model design, GDPR, ADA/WCAG, and enterprise adoption.
The highest-value transformations connect project discipline to the workforce systems, incentives, technology, decisions, and adoption required to make the change perform in the real world.
Strategy stalls without clear scope, ownership, and delivery governance.
Compensation and rewards programs drift when they are not tied to business economics and measurable outcomes.
HR technology launches without redesigning the process, decision rights, and user experience around it.
Stakeholders align too late—after scope, risk, dependencies, and expectations are already set.
Metrics track activity instead of value, cost, adoption, risk, and performance.
Transformation reaches go-live, but capability and accountability are not built to sustain it.
A repeatable seven-stage methodology that combines project governance, data-driven diagnosis, compensation and HR expertise, technology enablement, change leadership, and measurable business value.
A portfolio spanning global Total Rewards, incentive compensation, HR technology, workforce transformation, and enterprise project delivery.
More than 200 recognition programs needed to become one governed global model without disrupting local requirements across a 119-country footprint.
Led a hybrid global program using executive governance, cross-functional workstreams, vendor selection, stand-ups, UAT, change management, and country-level implementation discipline.
A 4,000-employee incentive environment needed stronger alignment to revenue, profitability, customer retention, quality, and risk.
Directed a one-year transformation across Operations, Finance, Legal, IT, and executive stakeholders; redesigned measures, governance, modeling, launch, and performance management.
A global HR platform transformation required disciplined functional ownership, requirements, testing, stakeholder decisions, and adoption for the U.S. employee population.
Served as U.S. functional owner for HR/Comp, coordinating requirements, UAT, business readiness, cross-functional governance, and implementation across a two-year enterprise program.
A fast-scaling SaaS organization needed global compensation architecture that could support growth, governance, market competitiveness, and executive decision-making.
Led executive and broad-based compensation, job architecture, pay equity, global letters, stakeholder roadshows, and rewards alignment to recurring-revenue economics.
A multi-site relocation program required facilities, IT, communications, vendors, program leadership, and Cabinet-level coordination while agency services remained operational.
Managed the project through a hybrid delivery model with schedule, budget, dependencies, stakeholder communications, technology/network readiness, vendor coordination, risk management, and launch sequencing.
Statewide hiring performance required a common operating model across approximately 22,000 employees and 68 agencies, supported by better data, governance, technology, and accountability.
Led talent acquisition and HRIS transformation using workforce analytics, process redesign, stakeholder governance, dashboards, recruiting strategy, and continuous-improvement discipline.
Complex programs become manageable when scope, governance, RAID, decision rights, dependencies, milestones, and outcome metrics operate as one system. The project plan is not the operating system; the management cadence around it is.
The strongest incentive and rewards designs connect employee behavior to enterprise economics. Revenue, profitability, retention, risk, fairness, affordability, and employee experience need to be modeled together before plan mechanics are finalized.
A technically successful implementation can still fail operationally. Adoption depends on process design, data quality, stakeholder decisions, UAT, communications, training, manager capability, and post-launch governance—not just configuration.
Time-to-fill, incentive participation, market positioning, adoption, and budget performance matter only when they are tied to an explicit business outcome. Metrics should tell leadership where to intervene, not simply document what happened.
Whether the initiative is a global recognition platform, a compensation redesign, or an operating-model change, scaling should follow evidence. Pilot the highest-risk assumptions, measure the result, adjust the model, and expand only what performs.
Global compensation, HR technology, public-sector transformation, GDPR, ADA/WCAG, Finance, Legal, and executive stakeholders create unavoidable complexity. Strong governance converts that complexity into explicit decisions, controls, dependencies, and accountable owners.