Partner with senior leadership on the people side of change, with processes that build clarity, commitment and capacity. Strategic support on large-scale, complex change initiatives, culture development, organizational design and team integration, and development of communications and experiences for change readiness and adoption. Primary support for SSES Business Unit (Social, Statistical & Environmental Sciences): *Analytics *Business Operations *Communication *Data *Education *Environment *Health *Justice *Technology *Transformative Research Unit for Equity (TRUE)

Directed the People Management Program, establishing and implementing global programs that advanced enterprise-wide strategies by building a strong talent pipeline with the desired capabilities and behavioral competencies. • Designed a strategic plan with a multi-year roadmap for talent development activities and investments to fulfill on the company goals and vision through capability creation. Implemented the 70-20-10 model to establish an effective mix of opportunities and channels for sustained learning and development. • Remodeled the performance management program including a new rating scale, behavioral competencies, timeline and migration to a common system platform (Oracle). Directed the Human Capital Management (HCM) system configuration and testing, developed and delivered end user training and support, conducted performance calibrations and wrote global communications.• Authored a code of conduct workshop for a global rollout using a highly engaging, flexible module format that was effective in both manufacturing and office settings, designed for self-directed learning in cross-functional and multi-level small groups. • Developed the talent review and succession planning tools and processes for global leaders to align with talent strategy for business growth and needed leadership competencies.• Led the Organizational Change Management (OCM) effort for a global migration of the ERP system from Ross to SAP, focusing on the people side of a transition that involved remapping of job responsibilities, system training, employee reward and recognition activities, internal communications with employees and leadership, and external communications with clients and vendors. Developed the OCM global template and directed all activities for the first wave of the migration in the US, transitioning leadership over the next two waves to colleagues in other regions.

Managed the Talent Development Program, establishing best practices that advanced enterprise-wide strategies in partnership with regional and functional leaders.• Overhauled the talent review and succession planning tools and processes which resulted in more informed talent development and talent acquisition activities, improved speed and ease of implementation, a global template for system automation and ensured consistency of definitions and methodology across the regions. • Conducted behavioral assessments of global leaders in support of talent acquisition and promotion decision making and implemented development plans to continue the professional growth and career success.• Led leadership transition workshops for incoming leaders and their teams using DISC assessments to speed the integration process, expand perspectives about the strength of different professional styles, and foster team relationships.• Restructured the college and high school student internship programs and established a college graduate development and rotation program, leading to the hiring of early career employees who were highly engaged and able to quickly contribute value to the organization using the experience gained through the program.

Operations Management, Undergraduate StudentsProfessional Development Workshops, Graduate Students

Corporate coaching for executives and teams in transition. ACC credentialed member of the International Coach Federation (ICF). Programs designed in accordance with the ICF Code of Ethics to ensure clients received the highest quality of service as defined by the industry leaders. Partnered with over 60 executives and 35 leadership groups for both public and private sectors across a broad range of industries. Areas of focus included executive coaching, leading teams in transition, increasing influence, leadership shadowing, 360 feedback surveys, leading virtual teams, interpersonal communications, leadership assessments, group and team coaching, individual development plans, coaching for performance, business integration, strategic planning, meeting facilitation, succession planning, process improvement, organizational restructuring, needs analysis and performance evaluation.

Operational oversight for analytical and consulting services teams of 70+ employees in offices across the country, with direct revenues of $6.8mm, and indirect revenues of $19.5mm. Developed and executed strategic initiatives such as financial analysis, succession planning, outsourcing, executive dashboard, business continuity planning, and risk management.

Operational oversight of service teams with 130+ employees in offices across the country, with direct client revenues in excess of $20mm and P&L responsibility. Teams included campaign management, database services, employee training, project management, quality assurance, and technical support. Areas of focus included client relationship management, strategic planning, continuous process improvement, key performance indicators, service level agreements, business continuity planning, leadership development, sales support, organizational restructuring, talent inventory, employee surveys, and customer surveys. Sought after leader for business integration initiatives related to merger and acquisition activities.

Brigar Computer Services was acquired by Direct Marketing Technology in 1997, and then subsequently acquired by Experian in 1998.Led customer service team to deliver direct mail campaigns and maintain data warehousing. Managed client relationships, upheld service level agreements, oversight of financial budget, ensured quality delivery within established deadlines and supported new sales engagements.