LeaderWorks is the only leadership consultancy and advisory firm that accelerates leader effectiveness by integrating character, capability, and connections in a comprehensive way. We help growth-oriented executives at Fortune 500, private equity backed, and mid-size companies to navigate complexity, drive organizational success, and create sustainable impact. Backed by decades of real-world executive insights at some of the world's best companies, data-driven diagnostics, and customized development programs, LeaderWorks accelerates the velocity of leaders to transform their organizations and achieve unprecedented success.

Wowledge is a collaborative knowledge platform driven by experts empowering lean HR teams who are building and advancing modern people programs. At Wowledge, members enjoy access to actionable HR practices, step-by-step guides, tools, templates, and insights designed to meet their organization’s unique aspirations to progress from Core to Advanced to Emerging levels of sophistication. I am proud to be part of this movement, jointly growing an ecosystem vested in nurturing an engaged diverse workforce.

Directed the end-to-end HR strategy, operations, and talent development for a $3B+ enterprise with 3,000+ employees. Reporting directly to the President of North America, I partnered with the President and the Executive Team to drive strategic high-growth initiatives, including the successful turnaround of key business units. Spearheaded a comprehensive operating model and organizational transformation to optimize business performance and agility.In addition to my HR leadership role, I led the enterprise-wide Talent Management function, encompassing learning and development, leadership and management development, succession planning, talent acquisition, DE&I, and performance management. I was responsible for driving organization-wide change management, designing scalable organizational structures, and crafting and executing talent strategies that built organizational and individual capabilities. My efforts fostered a culture of high performance and addressed critical talent gaps and succession needs, positioning the organization to achieve its long-term strategic objectives.HR team nominated as finalist for Top 100 Human Resource Team award from OnConferences.

Served as the Head of HR for Janssen's Immunology business unit (J&J's single largest business unit) with revenues close to $12 billion and responsibilities for 6,500 sales, marketing, medical affairs, and other employees spanning North America and Europe. Led the business through a comprehensive strategic reorganization of the business to maximize the lifecycle of key products (Remicade and Stelara) while accelerating the growth of Tremfya. Led an in depth study on burnout and engagement of employees leveraging organizational network analysis.

Responsible for developing a global talent development strategy focused on enterprise learning, leadership development, performance management, career development, and technology. In partnership with J&J leaders across the world, Clint implemented innovative strategies and solutions, transformed the learning ecosystem, created greater access to development resources, and built the capability of executives and managers.

Led talent management globally for Nike in the geographies. Led a global team of 50 across six regions/marketplaces. Accountabilities included all aspects of the talent pipeline: succession planning, delivery of leadership and hi-potential programs, development planning, performance management, manager excellence, executive transitions, and diversity & inclusion.• Led global project to begin standardizing core talent management processes including succession planning, talent mapping, and assessment. Collaborated across geographies, functions, and HR to design simplified processes.

Led talent management for Nike North America. Accountabilities included all aspects of the talent pipeline: succession planning, delivery of leadership and hi-potential programs, development planning, manager excellence, transitions, and diversity & inclusion.• Facilitated comprehensive talent deep dives on top executives and teams, resulting in talent moves reducing executive spans, improving speed to market, and creating capability in challenged segments of the business.• Designed, developed, and led the annual Leadership Summit for the top 150 executives. Created a comprehensive campaign to bring the people strategy to life with business ownership and a focus on leadership, talent, and diversity & inclusion. • Reimagined monthly leadership talent exchange sessions resulting in principles for talent movement, improved diversity of functional and cross-functional teams, and business stability and continuity through talent in role longer. • Improved the execution of the annual upward feedback survey for leaders from 32% to 94%. Delivered custom tools and resources to elevate leadership and manager capability.

Led talent management and learning & development for the Banfield Pet Hospital division of Mars, Inc.• Delivered business focused learning solutions targeted at driving engagement, productivity, and reducing turnover. Solutions include: redesigned leadership training, multiple phases of functional training for hospital associates with 88.4% adoption rate within first 3 months of deployment, cultural onboarding program, and redesigned client experience training. Programs optimized for retail environment and leveraged out-of-the box learning methodologies.• Designed multi-year change initiative to improve engagement using design thinking and a consumer-centric approach. Led multiple interventions at enterprise, regional, and local levels to create a principle based and associate centered culture. Aligned existing processes and strategies, leadership summits, and executive behavior to improve engagement results.• Led organizational development project to improve the wellbeing of veterinarians by aligning compensation systems, staffing models, organizational policies and practices, engagement scores, and leadership.• Created a new corporate university. Created a learning culture through branding, a redesigned LMS, mobile technology, resource investment, tuition reimbursement, and manager accountability for development. Finalist for 2014 Corporate University Best in Class Award.• Consulted to management team on cultural transformation, leadership and team development. Provided executive coaching to senior leaders.•Managed a team of 50 associates. Turned around the team’s engagement from Gallup’s 37th percentile to the 82nd percentile. Managed a $7 million dollar budget; led center of excellence focused on learning, talent management, leadership development, and organizational development. Transformed functional team through large scale change and restructure; aligned function and strategy to business needs and created new capabilities for the organization.

Led Learning & Development for the North America region.• Partnered with 12 HR heads from the region to ensure learning and development needs in each unique business were met. Partnered with global functional learning leaders to ensure quality and consistency of design and delivery of functional development within the region. Created a community of regional learning leaders to align functional learning agendas across the region.• Led a project team to develop a proprietary and custom collaboration and team development framework based on internal research. Deployed globally, impacting 15,000+ associates in 18 months, saving the business over $5 million in consulting in the first year. Received regional and global ‘Make the Difference’ award for impact on the business. • Championed, directed, and facilitated the regional high-potential program. Led the annual nomination and selection process and ensured business support for the challenge-centered learning program. • Designed custom leadership and culture programs for units, including: a learning program for the top 50 Petcare leaders focused on collective development gaps and leadership training for new MBA recruits in the graduate rotational program focused on The Five Principles and Mars’ unique culture.• Led HR functional training for North America. Designed internal HR Conferences for the top 150 HR leaders in the region. Developed and facilitated additional curriculum to address functional development gaps.

Led development of global leadership curriculum.• Led the internal design, development, and deployment of the global leadership curriculum for 5,000+ managers and senior leaders. The curriculum included three programs, each showcasing best-in-class blended learning through three modules: self-directed, classroom, and application learning. Partnered with regional businesses to develop and deploy the curriculum in nine languages across a decentralized organization. Directed all aspects of the project including program design, development, internal delivery, vendor selection, technology, funding, train-the-trainer, translation, communication, and evaluation. Leveraged global relationships to ensure buy-in, sustainability, and success of the curriculum across regions, businesses, and cultures. Internally: programs significantly improved quality of line managers; externally: programs won the 2012 CorpU Exemplary Award for Leadership Development.• Conducted global research and data analysis through surveys, assessments, interviews, focus groups, and external benchmarking to determine learning and leadership needs and understand business challenges faced by leaders. Results of research shaped the future of leadership development within Mars University.• Led a cross-segment team from North America to create a strategy focused on building a robust talent pipeline. Partnered with HR leaders and talent management to develop and implement simple tools, processes, and training targeted at solving the severe talent pipeline and succession challenges experienced across North America.

Leadership Development consulting internally to USOC and externally to Olympic sponsors and Fortune 500 companies.• Built, managed, and facilitated experiential and challenge-centered executive education programs delivered to Fortune 500 companies, USOC sponsors, and other clientele. Partnered with Toyota University, The Human Performance Institute, and Spencer Stuart to create innovative and custom development programs. Leveraged Olympic sports and assets to bring to life the leadership development content. • Created and led a suite of internal leadership programs focused on teaching the top 100 leaders the fundamentals of assessing/selecting talent, managing and developing talent, change management, listening, and emotional intelligence. Engaged and partnered with business leaders and Olympic athletes to facilitate and teach each program.• Launched and instituted a talent strategy for the organization. Identified the key competencies needed to create a stronger bench of talent at all levels. Created critical experiences, roles, and jobs for development of high potentials. Delivered 360 feedback, compiled custom assessments and reports, and provided executive coaching for senior leaders. Managed development plans for high-potentials and low-performers, led the performance management process, and facilitated talent calibration and succession planning for the organization. • Led organizational priorities and enterprise change efforts including the construction of an intranet/communications portal and the Olympic Ambassador Program.

HR Business Partner for Asurion's B2B unit and for IT function.• Championed divisional HR strategy creation and organizational design efforts. Reorganized and realigned division and teams (operations, sales, marketing, IT, finance, HR) to align with business strategy.• Drove the strategic development of self-service HR resources to include the use of an employee hotline, HR trouble ticketing system, and organizational intranet. Streamlined HR processes, policies, and systems for gained efficiencies and to meet the changing needs of business growth. • Led HR efforts to ramp up and then subsequently close down and reorganize the B2B unit, including mass hiring, contingency staffing plans, severance/termination, outplacement, and internal placement of personnel.• Directed day-to-day employee relations, talent acquisition efforts and compensation issues for the IT function.

Led leadership development and talent management initiatives during a period of extreme growth (57% CAGR).• Designed succession planning and performance management process, system, and tools used by the enterprise for calibrating talent and creating consistency around job levels and the promotion process.• Engineered a customized set of leadership competencies with an accompanying online 360-degree feedback tool.• Built, facilitated, and managed the new leader assimilation/orientation program as the company grew from 2,000 to 5,000+ employees. Experienced over a 90% retention rate for those who participated in the program. • Managed and facilitated an experiential 12 month development program designed to give the top 40 high potential leaders in the organization the critical skills to think strategically and lead effectively.• Developed a comprehensive front-line training and certification program for 300 manufacturing and call center supervisors using interactive and self-paced learning methods.

Consultant for boutique leadership development firm.• Facilitated and compiled comprehensive executive assessments (360 feedback and development reports) for a variety of Fortune 500 and mid-size business leaders across the globe.• Developed an international executive education program for a Fortune 5 company. Analyzed needs of senior executives and designed interventions to expose leaders to cutting-edge external thinking and best practices.