Responsible for designing and implementing a comprehensive enterprise-wide talent management strategy that attracts, engages, develops and retains the best talent for IU Health. The key areas of focus include - performance management, succession planning, pipeline development, executive coaching and assessments, workforce culture and engagement. Lead the assessment and survey initiatives for the enterprise - inclusive of our engagement strategy as well as innovative approaches to improve our team member's experience. Provide thought leadership to the senior leadership team and organization by providing insight into key talent data and trends, impact of strategic programs and core operating initiatives. Additionally, in partnership with peers, advancing the integrated relationship between talent management, talent acquisition, learning and development, total rewards and diversity and inclusion, to ensure strong alignment and share accountability for our integrated HR Talent Strategy.

• Consulted in the areas of human capital strategy, talent management, executive development, assessments, and coaching practices. Certified Gallup “Strengths-Based” Executive Coach.• Consulted with clients on human capital strategies to build capabilities and capacities in the areas of performance management, succession planning, executive assessment and coaching, and culture and engagement strategies. Ultimately, helping clients build and lead high impact teams. • Provided best practice research and collaborate on strategic recommendations for identifying high-potential talent, strategies for growing and retaining top talent in alignment with the organization’s strategic priorities. • Consulted with Sr. Leadership to build leadership recruiting strategies that leverages both internal/external talent and identifies where external expertise/capabilities is needed. • Built custom executive and leadership development plans through executive assessments and coaching. Developed and implemented transition coaching models to support leader transitions resulting from internal mobility or external hiring. • Served on Oracle’s software design “client team” to build out the functionality of their succession planning module

• Served 85,000 associates in the areas of performance management, succession planning and executive talent; provided ongoing support in the areas of career development, executive coaching and 360 assessments for a Fortune 30 Company. • Developed, implemented, and managed enterprise-wide talent management strategies to effectively identify, deploy and retain Anthem’s top talent. • Introduced new talent management vision, tools, and processes to more objectively identify/calibrate Anthem’s top talent, partnered with executive recruiting to deploy talent to key roles. High potential retention rate was 94% (3-year average)/80% internal mobility rate for critical roles across the company. • Facilitated the succession planning process for the CEO and Sr. Executive Team to identify the top 10% of high potential leaders’ company-wide; developed and led the high potential talent planning and transitioning of top talent to critical roles. Supported ongoing BOD expectations and talent reporting requests for informed decision making. • Facilitated the performance management process for the CEO and Sr. Executive Team to drive greater transparency, stronger alignment with goals and increased accountability for enterprise outcomes. • Launched ‘cross-business area’ talent review process to ensure the cross-pollination of high-potential executive talent. Served on Oracle’s software design “client team” to build out the succession planning module. • Quarterly tracked enterprise talent management results which included performance differentiation, mobility, and retention of top talent; implemented process improvements annually through key talent metrics.

• Led and managed the redesign of Anthem’s performance management program featuring better performance and rewards differentiation across the company, including, new rating scale, self-assessment feature, quarterly feedback and coaching process and the integration of two new systems - Taleo and Oracle. • Facilitated the CEO Quarterly Leadership Forums to provide timely/better visibility to key priorities across the company as well as critical updates from the CEO. • Led the leadership recruiting team ‘three recruiters’ responsible for the recruitment of director and staff vice president roles across the company.• Transformed the leadership recruiting function by proactively identifying critical roles across the company, integrating internal talent pipelines as applicable and led weekly recruiting calls to provide better visibility of current openings, cross-organizational sharing of potential talent leads and tracking time-to-fill.• Partnered with business leaders and respective HRD’s to build semi-annual recruiting forecast plans to drive a more proactive recruiting strategy as well as better integration with the current succession planning process.

- Served on Sr. HR leadership team; built PG&E’s first end-to-end leadership development program aligned to support the Company’s 3-Year operating plan; provided customized talent programs that supported a key business objective of talent pipeline development and retention. - Led PG&E’s semi-annual talent management programs, in partnership with the president and sr. officer team, facilitated goal setting, performance review and calibration process; led and facilitated the president’s quarterly sr. officer talent review discussions to strategically plan and transition high potential talent to critical roles across the company. - Led the Company’s 24-month MBA leadership program ($6.5M budget), partnering with the top 25 universities to recruit and groom future leaders for PG&E with the objective of reducing talent gaps in the company-wide succession plan. - Built the first 24-month high potential program for directors and above focused on grooming a strong pipeline of talent that is prepared to successfully lead in PG&E’s most critical business lines. - Delivered targeted development support for high potential officers through executive coaching, 360 assessments and targeted development planning.

- Partnered with the COO and EVP of HR to develop AutoNation’s People Development Strategy; heavy emphasis on enhancing the performance management process and outcomes and launching a new high potential talent identification process across all five regions in the U.S. to reduce turnover in critical GM and Sales leader roles across 250 + store locations. - Partnered with COO and regional presidents to proactively identify high potential talent for select store management positions (GM, Sales & Fixed Operations roles) and assess talent gaps and determined key talent moves/timing to minimize disruption to the dealerships (50 to 100 million dollar assets). - Provide targeted performance coaching for select GM and Sales leaders utilizing 360 assessments and targeted development plans with the outcome of reducing store turnover and increasing team stability. - Developed and implemented first high potential GM Leadership Development Program to groom future leaders and expose them to AutoNation’s business best practices in the areas of Leadership Development, Financial Management, Fix Operations and Sales Management with the end result of preparing future General Managers for their next opportunity. Program helped reduced GM turnover from 32% to 20%. - Partnered with regional Sr. executive teams to design, develop and implement store-level leadership development classroom training for 250 + store locations to increase leadership efficiency and execution.