Client: SouthState BankChange Management Leader – Contract Position• Develop Change Management approaches and plans supporting implementation of a new consumer lending loan origination system.• Plan and execute change management efforts including transition analysis, subject matter expert (SME) engagement, stakeholder analysis, change impact assessment and prioritization, process mapping, efficiency improvement, communications, and training. • Engage with employees across all impacted departments, groups, leadership, and staff levels. • Ensure organizational change awareness and readiness.• Partner with Corporate Learning on training planning and curriculum development. • Support program management in vendor relationships, requirements development, and issue tracking. • Coach and mentor client staff on Change Management approaches, methods, and techniques.So happy to have the opportunity to support SouthState Bank in this effort!

Duties and EngagementChange Management Strategy Consulting• Supported the formation of a Center of Excellence (COE) group focused on new, enterprise-wide technology. This moved the COE group’s focus from operational to strategic. It also positioned the COE to identify operational process improvements and opportunities, and established COE / End-user learning and development needs.• Coached and consulted COE leaders on objective setting, group structure, customer engagement and communications as they shifted to a strategic focus. Merger & Acquisition • Participated in people and product change management efforts supporting a bank acquisition, defining current and future integrated states.• Assessed customer, stakeholder, and employee impacts, and communications and training needs. This included developing and instructing integration change managers on change artifacts and stakeholder assessment templates and tools useful across all integration areas. • Identified and summarized integration change themes suitable for executive level presentations. These themes addressed changes to end-customers and internal staff, communication requirements, and training needs. • Collaborated across organizational groups to establish, enhance, and support cross-departmental integration communication.• Monitored, reported on, and tracked integration activities and key requirements.

Duties and Engagement Change Management / Process Improvement – Project InvolvementParticipated in change management and process improvement initiatives on major and/or assigned projects including:• Loan Origination System (LOS) replacement – Led and engaged in change, process management, and training activities on a $25 million, multi-year, enterprise-wide effort to transition from and integrate multiple legacy LOS’ into a single LOS (Salesforce/nCino).• LOS Governance – Developed and implemented a customer-focused, value-stream based structure to govern the implemented nCino LOS. • Lease Servicing application replacement – Supported change, communications, process improvement, and training efforts throughout the implementation of a $15+ million, multi-year Lease Servicing application project, replacing legacy applications.• Operational effectiveness – Developed current / future state process maps for all internal Operational activities. This resulted in process streamlining, error reductions, improved procedural documentation, and overall staff awareness.• IT Initiatives – Supported multiple mid-size IT application and enterprise-architecture deployments and communication needs. • Data Management Initiatives – Supported Data Management initiatives to enhance enterprise data accessibility, accuracy, maintenance, and overall quality. • Project Management Office (PMO) support – Developed artifacts, methods, and processes to integrate PMO / Change / Process Management efforts on identified, approved, and funded projects. Participated and supported multiple mid-sized PMO led projects. o Developed change management and process improvement artifacts and tools for PMO staff self-help and use.o Provided change and process improvement coaching, consultation, and training to all PMO staff. • Digital transformation – Educated staff on digital concepts and incorporated these concepts into project efforts.

Duties and Engagement Change Management Consultation• Provided coaching, consultation, and education to Prosci clients as they implemented the Prosci / ADKAR change management methodology, templates, and tools. Clients included:o Airplane Manufacturingo Banking and Financeo Energyo State Governments• Developed, tested, and applied a change management competency assessment tool.• Coached and mentored Prosci-assigned clients on change management concepts, organizational development, and change strategy as they engaged in internal initiatives.• Supported internal Prosci efforts to enhance Change Management artifacts, templates, and tools for use in client engagements.

Duties and Engagement Strategic Consultation• Assessed Wells Fargo’s Commercial Property Group’s Contact Center needs and opportunities related to work processes, enabling technology, and overall value. o Evaluated internal v. outsourced Contact Center staff models.o Recommended and initiated implementation activities to streamline processes, consider alternate staffing models, enhance enabling technology, align measures and metrics, and improve staff coaching activities. o Evaluate internal v. outsourced Contact Center staffing models.• Evaluated Wells Fargo’s Learning & Event Center group work processes. Identified and defined process improvement opportunities.

Duties and Engagement Change Management Group LeadershipLed and managed a change and project management team supporting the people change aspects of DaVita’s Information Technology (IT) initiatives. In this role, I defined, designed, implemented, led, maintained, and managed the team’s efforts to:• Engage in assigned IT initiatives including:o Incorporate SaFE Agile methods, shifting from a Waterfall system development lifecycle (SDLC).o Shift in-clinic hardware / software from stationary PCs and monitors to hand-held (iPad) devices.o Implement the Workday application into Human Resource functions. o Improve Accounting’s ability to identify, manage, and report on project budgets.o Support IT PMO’s initiatives.• Define, implement, and maintain a change management methodology, including standardized deliverables, templates, and tools. • Structure the team as an internal consulting group, soliciting internal departments and groups for change initiative engagement and support. We competed directly with, and won engagements from, external consulting groups.• Support large and small group meeting facilitation.• Established a program orientation to change practitioner assignments. • Managed a team of 15 staff.

Supported Organizational Change Management and process improvement initiatives with Wells Fargo Corporate Properties Group (CPG).Performed an organizational assessment of the Corporate Learning and Events Center (CLEC) group within Wells Fargo. This led to the definition and engagement in short and long term initiatives to establish the CLEC group as a Wells Fargo corporate asset. Collectively, these initiatives brought consistency to the group's operations, policies and practices, and established the foundation for longer term growth. Each initiative involved process and procedural enhancements, training development and delivery, automated system enhancements, corporate branding compliance, and communication to CLEC's customers.

In this assignment, I managed all aspects of financial services projects, leading the initiatives from initial conception through to implementation of desired features, functions, products or services. My assigned projects involved new Schwab financial services, business process and procedural changes, new staff roles and responsibilities, technology enhancements and new client or provider interfaces. My efforts focused on ensuring the successful implementation of the organizational change aspects associated with these projects.All projects made full use of the Rational Unified Process (RUP) and Agile/Scrum project methodology.

Led the design, development and implementation of an operational group and call center for the Electrical Demand Response industry. Activities involved process mapping, procedures and training development for Sales directly linked to the implementation of SalesForce.com. I engaged the Sales team in examining current processes and workflows, documenting procedures manuals from these processes, and establishing future state processes using SalesForce enabling features and functions.With a team located in Johannesburg, South Africa, I had extensive involvement in organizational change management, team structure design, business process development and mapping, job design, performance management, training development and documentation, knowledge management systems, and technology development using Agile methodologies.As part of this assignment, I designed and developed training course curricula, including overall training structures, course content design, training template design, training documentation, training simulations, knowledge management websites, and role-based curricula development.

I assessed an internal group in need of Change Management. After a short-term engagement, the group’s Vice President asked me to take on the group's Director role, lead the implementation of Change Management initiatives, and manage both the group and the overall change process. I managed a revenue budget of $4.6 million, 50 staff members (including an off-shore software vendor), 25 client accounts, and five active software products. My specific Change Management and leadership activities included:• Created and executed comprehensive Change Management plans to move the group from a cost-center, low-productivity state to a profitable and highly effective organization. These plans focused on people, process, communications, teams, and structural changes.• Restructured the group to eliminate an individually based approach - where 12 people did the same thing in 12 different ways - to a team-based structure directly focused on client needs and interactions, and timely issue resolution.• Established work consistency and predictability by eliminating multiple, often conflicting processes, and standardizing around a common automated tool-set.• Expanded customer value-add activities to improve responsiveness to customer issues, fully examining reported issues and their impacts, focus directly on product quality, consistently document issues and their resolution, and improve customer status communications. • Engaged and partnered with an off-shore (India) vendor for software development. Established the direct working relationship, developed and monitored service level agreements, wrote and updated statements of work (with annual contract values ranging from $1.5 to $2 million), and actively led and managed the work activities of 35 off-shore staff. • These Change Management actions moved from the Support function from a cost center ($350K annual loss) to a profitable ($800K annual profit) operation.

Prinicipal Change Management Consultant for Mortgage PracticeSpecific Change Management Activities:• With Clients:Designed and facilitated strategic organizational planning sessions on how to:-- Adjust work processes to take full advantage of the software’s functionality-- Assess organizational structures to align staff assignments to the new work processes-- Review performance and motivational factors anticipated with the new work processes and structures-- Address individual, group, and organizational resistance, where identified, to the changes-- Engaged with clients through change management to integrate new software into their overall operations. -- Wrote, trained and delivered 3t’s Project Methodology in pre-sales client presentations• Internal to 3t:-- Developed, documented and trained staff on 3t Project Methodology-- Prepared classes for 3t staff on business consulting practices and techniques