Cheryl Harewood Email and Phone Number

• Develop and manage Client Leadership Group's employee experience strategy, collaborating with Executive Leadership, HR, Learning, and Development to enhance employee experience, foster employee engagement, and drive key cultural attributes.• Manage, plan, and execute initiatives supporting the employees within the Client Leadership Group.• Provide thought leadership on workplace practices and policies for the Client Leadership Groups desired culture by creating programs that ensure a respectful workplace necessary to optimize performance. • Partner and collaborate with HR and • Work with executive leaders in Client Leadership Groups, HR, Learning and Development, Diversity, Equity, and Inclusion, and other practice areas in the US to collaborate across the organization to build and execute programs, processes, and initiatives, integrating DEI as an important element of our culture, mission, and operations. • Collaborate with regional and functional leaders and managers and other key stakeholders to advance our diversity and equity initiatives, and overall inclusion strategy. • Implement and deliver organization-wide DEI efforts, to help shape an inclusive culture where everyone can grow and thrive.• Partner with internal departments (Corporate Responsibility, Client Leadership Group, Area Offices, etc.) and internal DEI organizations in the development of strategic and tactical programming objectives to advance DEI and social justice within Merkle CMX and the communities that we partner with in the US/Canada and the UK.

• Created Merkle’s first BIPOC Mentorship Program “Seat at The Table” which was rolled out in 2021 as a pilot program in the Americas for over 200 ethnically diverse employees. • Expanded the Seat at the Table Mentorship Program globally in 2022 in the UK for over 100 Ethnically Diverse employees• Define the strategic ethnicity diversity and inclusion goals, initiatives, roadmaps, and milestones for 2020 and beyond. • Drive ideation, planning, and execution of initiatives (incl. programs, events, communication, etc.) and manage against budget to ensure the pillar is pacing and achieving its annual goals. • Partner with our CEO, senior leadership, HR, Learning & Development, and other Corporate Sponsors to champion and advocate on a range of issues to raise awareness and support of BIPOC employees. • Facilitate, team-build, and collaborate within the Pillar and across other Pillars at Merkle, to achieve milestones and drive the business forward. • Speak at various internal and external events, promoting diversity and inclusions within teams, service lines, offices, and agencies across the world.

• Managed overall assigned campaign objectives, campaign targeting, segmentation, and supporting material, including differences in segment treatment, branding, and contact information for clients in the finance and emerging market verticals. • Managed relationships with large telecommunication and finance clients, while overseeing the cross-functional teams (performance analytics, technology, and creative) ensuring on-time client deliverables, financial tracking, billing, invoicing, and maintenance of opportunity pipeline.• Managed and grew existing relationships with multiple clients in the finance and emerging market verticals, including, scoping, contract negotiations, project planning, vertical-specific solutions, service delivery, and overall portfolio finances.• Oversaw and developed a team of managers and associates, to staff all client projects, adhering to margin targets while placing the right skills on the team to ensure the delivery of work that was on time and exceeded client expectations.• Coached and mentored internal team members for career advancement.

• Managed relationships with Big 3 Automotive clients as well as their website and 3rd Party Tool providers by ensuring all concurrent engagements for Tire 3 workstreams met the client's expectations and were successfully delivered on time and within budget.• Authored, maintained, and updated project documentation, such as business cases, requirements, scope statements, risk/ change logs, project schedules/timelines, estimates, and budgets.• Defined and communicated clear project requirements, risks, and timelines to drive successful project delivery.• Worked with client and internal team to develop presentation decks for QBRs with all seven dealer website providers to review data on all brand performance and provide recommendations for improvement. • Led and helped facilitate quality business reviews (QBR) with the client and all seven client website providers.• Led, influenced, and collaborated with all Tier 3 project stakeholders for Big 3 Automotive clients including Merkle Leadership and internal teams, and seven digital marketing and website providers, to track tagging on multiple client brands' websites, provide insight and opportunities on how to grow the clients SEO and OEM's capabilities

• Created complex applications with budgets ranging from $500K to $2M while ensuring effective financial management across Operating budgets.• Allocated capital, Internal Audit compliance for capital projects, systems, and/or contracts, completing project components approved for the Fiscal Year on time and on budget.• Documented actual against projected spend and against project phase, as well as reported monthly spending and projections.• Strategized mitigation plans for if the project had more than 20% variance from planned cash flow.• Engaged with key stakeholders, understanding their expectations for a successful project and concisely explaining difficult concepts and issues.• Monitored work activities to ensure progress met overall project goals.• Built QAR processes that integrated industry best practices and streamlined day-to-day project activities; processes implemented throughout the Ascension North West PMO Region.• Managed Mobil architecture custom platform and releases on an enterprise platform

• Optimized the Request and Approval process for PMs and other IT groups. • Designed and deployed effective PMO processes, improving the consistency and efficiency of the PMO project delivery capability.• Partnered with leadership on translating opportunities into successful projects/programs for more than 50 applications.• Piloted the development and maintenance of an Executive Dashboard and other forms of media to present the progress of projects/programs to the executive team.

• Analyzed utilization and capacity against performance goals.• Collaborated with the Financial Department on monitoring Key Performance Indicators (KPI) and financial ratios for Basel II projects/programs.• Facilitated Process Assessments for the Basel II program, supporting more than 25 Project Managers within multiple financial divisions.• Championed enterprise-wide compliance with enterprise standards, processes, and policies.• Prepared, coordinated, and responded to internal and external audits.

• Launched a Project Management office and standardized methodology across 6 functional areas of the company, implementing processes that supported the company’s business model for ~100 employees. • Identified and derived performance and process improvement metrics.• Boosted employee productivity by 10% by implementing common project reporting and tracking processes for weekly presentations by executive management.

• Consulted with Business Partners as an IT Lead on business capabilities, continuous improvement initiatives, operating models, change management, and strategic direction roadmaps.• Structured IT governance and organization for SDLC processes and deliverables that improved enterprise business capabilities for large-scale, mission-critical events.• Orchestrated IT Strategy, Integrated Project Plans, Dependencies, Staffing, Pro-Active Risk/Issue Management, Budget and Variances, and Stakeholder Communication Status Updates.• Charted successful IT portfolio projects representing $2M – $5M annually, from conceptualization and development to presentations for executive communication, socialization, strategy, and business case approvals.• Aligned business strategies for PMO best practices, process improvement, and IT governance with executive, senior leadership.• Coached and mentored Program Managers and Project Managers on PMO processes and best practices.• Mobilized cross-functional teams in drafting project schedules, as well as defining and tracking recommended improvement action plans based on executive reviews.• Established best practices later adopted into new releases for GM’s corporate SDP-21 standardized work processes.

• Appropriately allocated and managed 10-15 technical resources and QA staff for multiple projects.• Pioneered CMMI-based SDP-21 policies and Quality Management framework.• Initiated, developed, and monitored continuous improvement programs and projects within the PMO to reduce defects and improve quality.

• Headed 6-10 QA Analysts in directing QA efforts for Ford Incentive, Subaru/Mazda Service Reminder & Coupon, and Jaguar programs for 100+ dealerships within the Greater Detroit Area.• Produced QA deliverables on time and within budget through effective project monitoring and budgeting.

• Organized and facilitated the Y2K testing initiative for over 10 of McKesson’s Pharmacies Healthcare Legacy applications. • Drafted proposals based on business requirements after meeting with clients to define functional specifications; created test plans to ensure the delivery of a quality product.

• Supervised the software test team, from training and evaluating individuals to coordinating all team projects, including Y2K testing and the remediation of a client’s global application portfolio.• Navigated budget and schedule negotiations and planned initiatives based on agreed-upon terms.• Communicated with client partners on defining client software needs and user requirements, developing a team capacity plan and acquiring/releasing resources accordingly.