My role as a consultant is to help leaders focus on the human element to achieve organizational and operational success. My aim is to support leaders as they cast aside the predictable and step up into what is possible through a shift in their own mindset and behaviors. At JMW we are “Boldly human. Impact obsessed.” and I am proud to be a part of a team that has a 40-year track record of unlocking breakthrough performance in organizations around the world.

Leading NIQ’s global People and Leadership Development team. Focused on strategy, tools and processes that enable our employees and leaders to deliver peak performance against business goals.

Leading the continued advancement of Lubrizol's organizational capability by further embedding diversity, equity and inclusion across our workforce, culture, systems and processes. Developing and delivering our strategy and approach to culture, employee experience, talent management, talent development and organization design and effectiveness.

Led Lubrizol’s culture, diversity and inclusion efforts globally through a newly formed team responsible for implementing employee engagement, communication, change management and learning initiatives aligned with the company’s culture, diversity and inclusion strategies and related programs.

Established and delivered engagement and culture strategies for the multi-year global program to enhance the culture of the organization to improve business performance. Global lead for enterprise performance management philosophy, process and implementation. Developed feedback mechanisms and created measurements to assess awareness, understanding, buy-in and support of organizational changes.

Led talent management and leadership development strategies, tools and processes in the disciplines of performance management, succession planning, talent assessment, performance consulting, coaching, and development planning. Developed leaders to meet the current and future business needs of Global Operations and Corporate Research and Development. Also responsible for organization development activities that enhance the organization's effectiveness.

Led a multi-year program as a part of a Center of Excellence (COE) to build teams across the globe that created and delivered performance based learning solutions. Program focus was to grow a culture in which all employees and managers are engaged and invested in developing organizational capability. Hired, managed and developed a team of 40 talent and learning professionals across the Western Hemisphere with direct impact to 6,500 employees and contractors. Managed projects in partnership with learning operations, HR and business teams across the globe.

Extended Leadership Team member responsible for directing change management initiatives at the BP Texas City Refinery that minimized resistance and maximized engagement of the staff of 4,000. Championed safe, compliant and reliable operations by advising and coaching senior leaders in implementing solutions to business performance issues. Managed a team responsible for delivering the site’s Continuous Improvement Program (similar to Lean Six Sigma). Program empowered front line employees to recommend and implement solutions to issues they faced in the workplace. Partnered with the Turnaround Group to improve refinery safety performance and cost; one of 100 global BP employees recognized by senior management for modeling core values and behaviors. Served on the M&A team to advise on issues related to employee morale and productivity during the site’s divestment process and eventual sale to Marathon.

Led the people work stream within a select team responsible for driving an intensive leadership and culture initiative within the BP Exemplar Program; project focused on improving performance through concentration on the fundamentals of operations and maintenance. Partnered directly with leaders in the field to assess challenges and provide coaching/guidance on the implementation of solutions to employee performance challenges.

Responsible for evaluating leadership capabilities after the tragic 2005 BP Texas City Refinery explosion. Created strategy and programs for the management, leadership and professional development of 2000+ BP employees. Established a leadership development strategy for 500 front-line to executive level leaders. Created a 360 feedback program, performance management strategy, as well as a workplace culture and change management plan.

Responsible for planning and implementing corporate training programs, policies and procedures for this national franchise organization. Introduced new training techniques and developed enhancements to existing training programs; created an e-learning strategy focused on the delivery of cost effective training to employees located across the United States.

Responsible for sales and management training programs for personal bankers, branch managers and district managers.

Developed and implemented leadership and staff development programs within the retail bank. Partnered with leadership teams on the evaluation of talent, succession planning, and performance management. Analyzed employee satisfaction data and created employee and management programs to address gaps. Led diversity mentoring program for high potential employees and was awarded Diversity Champion Award.

Created and implemented individual management development plans for approximately 30 retail branch supervisors and managers. Consultant to district managers regarding operations, employee morale, customer satisfaction and revenue generation. Developed and conducted employee satisfaction, customer service and sales training workshops.

Responsible for creating solutions for Texas branches experiencing obstacles to providing excellent customer service. Managed roll out of customer satisfaction survey program and integrated customer satisfaction results into new employee incentive program.

Managed sales and service staff of fourteen. Responsible for net income goals, sales/service goals and branch operations. Named to Chairman’s Club for ranking within top 10% of Assistant Branch Managers in the state for achieving sales/service goals.

Ensured excellent customer experience by resolving service issues and uncovering additional needs that could be met with bank products and services

Eighteen-month management training program focused on all roles within the retail bank