Courage to Care:Encourages growth and development of people, organizations and communities by removing barriers to thought and communication.Commitment: To create a safe space for authentic conversations by providing a trustful and respectful foundational platform generating participation in transformative training. The core of this training is to uncover the true nature of all involved, creating space for deeper connections with others and a commitment to self-improvement.Training Focus Areas: Unconscious Bias, Constructive Culture, Purposeful Living, Human Performance, Lean Thinking, Teamwork/Brother’s Keeper, and Kantor's 4 player model which is all about developing dialogic leadersTraining Style: Facilitated process driven utilizing case studies, scenarios, existential learning and theory. Identify barriers and areas of opportunity through workshops, training or coaching/counselingThe Goal: Transformative learning that strives for participants to understand and commit to their purpose, which in turn encourages presence, authenticity and vulnerability. Learning to value ourselves and embrace that we are a part of an ever changing system; “Separate without Separateness” (Tapping into the Courage to Care for self and others). Consulting with Courage to Care LLC Contact me at:bbailey.couragetocare@gmail.com

Working in collaboration with clients to help create better spaces. Which Includes addressing complexed issues and concerns. These issues can be broad ranging social, psychological, and business issues/concerns.

Masters of Organizational Psychology ProgramOur program focuses on in-depth skill building and problem-based learning experiences so that graduates are equipped to effectively develop and steward organizational systems, teams and executive-level individuals within the context of uncertainty and change. Students engage deeply in learning how to address organizational and leadership challenges through assessment, diagnostic models, interventions, and evaluations. Our program provides a diverse platform for students to understand leadership, followership, organizations as systems, and to deploy the best and most contemporary research and practice approaches to address 21st century challenges. Examining complex issues through the lens of Leadership psychology gives our students a unique understanding about how leaders mobilize resources for change. It examines how those who support leaders, who are leaders themselves, or who are followers can create the change, in large and small systems, needed in today's world.

Responsible for the complex activities associated with business process improvement with a focus on improving the business's overall financial results. General focus in the following areas: benchmarking, business process analysis & re-engineering, change management & measurement, or process-driven systems requirements. Primary focus - change agent for Human Performance, ensure the deployment of the Human Performance initiative and help facilitate everyday application of the error prevention tools.

Provides customers with safe, reliable and competitively priced electric service through the supervision of PPL’s electric distribution system operations and dispatching activities. Provides guidance and direction to other PPL employees to support production of high quality, timely and cost-effective restoration of electrical service and execution of planned work.

• Superintendent/Location Manager – PLATE FACILITY (April 2010 - August 2011)-Leader of the Plate Facility team. -Responsible for the coaching and development of 32 skilled hourly production and maintenance employees and three salaried employees in the cast plate facility. -Responsible for the achievement and sustainment of the safety metrics, continuous improvement initiatives, quality metrics and financial targets. -Leads a double digit ROC business, providing leadership to meet the following metrics; zero environmental non compliances,< 2.00 TRR, less than .85 conversion cost, > 95% delivery performance, < 2.0% IRR, and <.03% customer returns. -Develops budgetary, manpower, and capacity planning to assure effective use of departmental resources. -Support the continuation of a union free Lancaster facility through active communication to/from employees

• OPERATIONS SUPERINTENDENT – PLATE FACILITY (2008 - April 2010)Part of the Plate Facility lead team. Coach 32 skilled hourly employees and three salaried employees in the cast plate facility. Coach, direct, train, develop and inspire team members to provide strong and effective deployment of ABS and continuous improvement initiatives. Facilitate an environment that partners with the staff to meet cost, quality, safety, and deliverables. Participate in budgetary, manpower, and capacity planning process to assure effective use of departmental resources. Support the continuation of a union free Lancaster facility through active communication to/from employees. • ABS SPECIALIST (2007 - 2008)Responsible for coaching and successive implementation of the Alcoa Business System tools at the Lancaster Facility. Act as ABS resource for assigned areas. This includes providing expert level consulting regarding A3 development and execution, along with ABS system components such as Daily Management at the activitiy level, root cause problem solving, kaizen leadership development, TPM system depth, standardized work and customer-supplier connections. Lead change through systemic improvements to ultimately meet/exceed the business measure objectives.

York Softail Plant• OPERATIONS MANAGER – ASSEMBLY (2006 - 2007)Responsible for coaching 130 skilled union employees and three salary employees in the assembly line operation. Demonstrated decisive leadership that partnered with the staff to meet cost, quality, safety, & deliverables. Participated in budgetary, manpower, and capacity planning process to assure effective use of departmental resources. Worked with peers to develop and maintain working relationships that promote continuous improvement. Lead person responsible for Model launch in 2007. OPERATIONS MANAGER – SOFTAIL PAINT (2004 - 2006)• Responsible for creating a shared driven purpose for 60 skilled union employees and two salary employees. Promoted an environment that partnered with the staff to meet key deliverables. Responsible for establishing and maintaining budgetary, manpower, and capacity planning commitments to assure effective use of departmental resources. Worked with peers to develop and maintain working relationships that promote continuous improvement and group harmony. • PRODUCTION SUPERVISOR – York, PA (2003- 2004)Responsible for successful ramp up and build out of the Softail Tank & Fender and Frame operation on third shift. Implemented visual factory in both areas and successfully implementing a continuous improvement plan around minimizing waste. Waste reduction focused on transportation, inventory, motion, waiting, overproduction, over-processing and defects. Met all of the deliverables to our customers. Successful implemented WIN SPC. Provide proactive and responsive supervision to a team of 25 union employees.

• ASSISTANT BRANCH MANAGER – Brooklyn, NY Directly responsible for the field and support staff for this $3 million branch of GCS Service that served the New York Metropolitan market in the commercial food service industry, installation, maintenance and repair of equipment. Implemented standard operating procedures authorize spending and coordinate all aspect of human resources. Evaluate performance of both staff & field employees and compare is to our baseline targets. Effectively managed daily productivity, established clear goals, and developed process improvement.

MANAGER-OPERATION CENTER – Belford/Long Branch (2000-2002)Responsible for managing and integrating customer operations center's activities from the initial request for service to design and construction. Directed all resources for the maintenance and repair of the distribution system. Managed all resources within the capital and O&M budgets relative to the customer operations center. Provided leadership to union & management employees. Substantially reduced the OSHA incidence rates and improved the overall safety for the customer-operating center. • PROJECT LEADER – Design & Construction (1998-2000) Directed the planning and scheduling of design and construction related activities for the delivery of electric power through the ongoing management of overhead and underground lines and substations within the distribution and transmission networks. Managed per unit cost, enhanced customer satisfaction and determined when additional personnel must be deployed to meet job scheduling dates. Supervised more than forty staff members, including line personnel and support staff.• SERVICE DELIVERY LEADER – DC&M Berkeley (1995 -1998)Managed the work unit in order to meet reliability, system development and road-widening needs. Planned and coordinated construction and operation of new distribution facilities. Provided support to customer operating centers and foreign companies during storm emergencies. Supervised more than thirty staff members, including line personnel and support staff.

• ANALYST III – Strategies & Planning • PROJECT SPECIALIST - Old Bridge Customer Operations• MANAGEMENT CADET PROGRAM – Central New Jersey