Consolidating Human Resources functions to serve the four privately-owned agriculture irrigation companies that have been brought together to create Laurel Agriculture + Water Solutions. Integrating multiple organization structures, including implementation of shared compensation and benefit programs, policies and processes. The role includes managing talent, generalist HR duties and ensuring compliance across the people aspects of the business.

Served as senior HR consultant for the law firm of Klein, DeNatale, Goldner, as well as an independent HR and Leadership Development consultant. Develops and presents employee relations programs for clients of the firm as well as the local SHRM organization; consults on HR and employee relations issues with clients including POM Wonderful and Kern Steel. Conducted employee focus groups and feedback meetings within the law firm; assisted in resolving wage and hour issues at FocusVision in Fresno.

Learning and Organization Development: Created a Culture of LearningEmployee Communication: Increased Measures of Employee EngagementPerformance Management: Enhanced Accountability and Aligned Company ObjectivesBusiness Integration- led key aspects of the integration of a $100 M acquisition

Guided Walmart Home Office as HR planning and development manager and led talent review and succession planning team. Cascaded succession planning processes down to store level, eliminating costs of external consulting and building accessible talent data base of potential managers across all five divisions. Developed first Learning Scorecard for Wal-Mart University, demonstrating relationship between learning activities and performance. • Directed the first collection and analysis of talent development data for all US store managers; identified performance, potential and readiness for promotion among store operations• Coached leaders in strengthening talent assessment and development required to achieve business plans.• Co-authored a leadership development guide tied to competencies identified by managers in operations.

My responsibilities included overseeing a T&D budget of over $9 million. As corporate university liaison to the Home Service business unit, led or coordinated the development and implementation of projects ranging from field use of e-learning to changes in sales software programs. Led a team of seven regional learning and development managers and sixteen specialists, providing training, education and development for more than ten thousand route managers, sales and facility managers nationwide. Route manager retention improved by 25% in one year due in large part to improvements in new employee training, conservatively saving the corporation $25 million.* Schwan's University was recognized by The Corporate University Xchange and Fortune Magazine in 2003, receiving Honorable Distinction for Innovative Marketing Techniques as well as Special Honor for overall transformation of the enterprise as enabled by learning. The American Society for Training and Development honored Schwan in 2003, with third place in the inaugural BEST competition for excellence in learning and development. The award was repeated in 2004, with a second place award in the international competition.

Provided consulting services on strategic alignment, culture change and leadership and team development for clients of DDI. *Consulted in needs analysis, diagnosis, strategies, and design and implementation of human resource development processes. *Facilitated strategic planning sessions with senior executives. *Assessed and developed leadership potential. *Individually coached and provided feedback for improved leadership performance, with clients including Gillette, Daimler-Chrysler and International Paper.

Coordinated core leadership development program for senior executives, utilizing internal and external resources.Led the team that successfully restructured the core leadership development program, reducing costs by 80% through use of internal executives as faculty. Consulted with senior management, coaching and mentoring on development plans associated with succession planning. Member of state-of-the-art executive assessment team that observed executive assessment simulations, wrote development feedback reports and coached senior leaders and high potentials on development plans.Edited and produced series of corporate strategy videos, leveraging the leadership development materials to provide clear and consistent understanding of the company's value-adding strategy and its roots.

HRD Manager, Campbell-Taggart, Inc 1994- 1996My role was to create, develop and refine sales, technical, management and quality training for the southeast region of the baking subsidiary, Campbell-Taggart, Inc.(CTI was spun off to shareholders in 1996 as the Earthgrains Company) * Led OD efforts in region based on employee opinion survey results. * Facilitated a variety of successful national account customer partnership teams.* Developed sales training program for route salesmen, and process for using managers and supervisors to deliver and monitor the program.Program Manager/ Consultant, Management Development Consultant- 1989-1994Corporate consultant to management on HRD issues throughout the world’s largest beer company and their subsidiaries. My focus was organizational change efforts, management development, supervisory training and team problem solving in support of Total Quality systems.* Assisted plant management in transition and succession planning.* Developed the core process improvement training used to increase employee involvement, saving millions of dollars within the breweries alone.* Designed and conducted the Facilitator Intervention program used in developing people to guide process improvement teams; trained and facilitated many of the initial teams.* Selected and coached external consultants involved in TQM-related training.* Developed office supervisory skills model and coordinated skills training with assessment center activities, * Developed guidelines for brewery training in TQM, based on clarifying roles and necessary skills. Coached plant management in the implementation of organizational and individual development plans. * Led the team that developed the train-the-trainer process including the instructor guide and certification process for in-house trainers.