Cyndi works with entrepreneurs, small businesses and organizations to build organizational leadership, workplace wellbeing & culture, instructional design and training, change management, and project management.

Classes include Human Resources, Organizational Behavior, Transforming Organization for Leadership and Organizational Management.

Created, owned and operated Cynfully Delicious a Paleo Foods Company. Our products are made without fillers, artificial sweeteners or refined sugars. Low gylcemic sugar and gluten free, grain-free & dairy free

Deploy, develop and manage HR team (four regions, 16 staff), overseeing all HR programs, services, and budgets supporting 6,000-employee region. Provides expert knowledge around HR initiatives and practices, leveraging data and benchmarks and partnering with COEs to establish HR best practices. Key Results:• Lead change initiative to support a cohesive integration and an accountability culture among a highly change-resistant, fractious, and divided employee group. Developed business partner relationships, cultivated trust and drove pockets of change to ease transition period and integrate goals • Enhanced talent management, succession planning, development/career planning and goal setting process/clarity including facilitating local involvement and feedback across business units. Supports goal alignment, cascading scorecards and human capital plans; align behaviors to drive business results• Managed large volume of Employee Relations and investigations, addressing high profile cases, ensure compliance programs are communicated and implemented and tracked and addressed trends.• Developed and delivered comprehensive “Managers’ Essentials” training for integration covering employee hiring/training, identifying/resolving employee problems, and termination procedures/legalities. Efforts resulted in a four-fold reduction in HR hotline calls, allowing for greater focus on other high-priority initiatives• Develops, aligns and executes HR programs and initiatives. Developed region and business specific retention plans to address market demands and targeted employee groups. Managed the on boarding, engagement and exit survey roll-out and engagement workshops• Provides coaching to all levels of leadership and teams to strategize, develop, and implement programs/ initiatives, and address resistance and conflict• Successfully designed, implemented and communicated a challenging exemption status change for senior field employees prior to the competition

Oversaw OE as well as HR accountabilities, activities, and policies for U.S. corporate office. Develop, and implement programs/ initiatives strengthening employee engagement, organizational effectiveness, and team cohesiveness. Optimize integration across the business unit for culture, team, and individual interventions. Co-design/conduct comprehensive training, including cross-functional leadership coaching and development as well as HR-specific programs.(Company merger reduced OE in US) Praised for guiding division through a challenging transition period and time of uncertainty as Integration Team Change Lead during Petro-Canada merger. Advised management on effective, proactive approaches/ interventions to alleviate staff anxiety; ensure honest and ongoing communications; equip personnel with the knowledge/skills needed to assume new tasks; and maintain maximum productivity throughout the merger. Created new company values, organizational culture, organizational design and change model, combining the best of both companies into a cohesive new vision, utilizing the OCI culture survey results to drive a significant shift in organizational mindset and mission to achieve successful post-M&A integration and assimilation. Enhanced succession/development planning and goals process/clarity by facilitating a substantial increase in local involvement and feedback across division job functions, organizational levels, and business unit.  Guided union environment (two U.S. refineries) through a successful, large change effort where previous efforts by predecessors had failed. Accomplished a crucial shift in operator role/duties, winning union/employee buy-in. Coordinated cross-functional team kickoff and charter, acclaimed as an overwhelming success by both management and line employees in fostering a climate of enthusiasm, teamwork, and optimal engagement. Managed coaching program to enhance performance, learning and create behavior changes using 360°/MBTI

Hired to oversee all aspects of HR functions and daily operations for approximately 1,000 employees in five locations. Managed employee relations process; worked with senior leaders to identify, address, and incorporate HR needs into overall business strategy; assessed leader skills/gaps; and provided coaching. Cultivated excellent relationships with executives and served as a key member of company’s senior leadership team. Retained after company closed its lending unit in 1/08 (due to the severe market collapse in the mortgage industry) to complete three HR projects; i.e. employee engagement, mentoring, and diversity networks. Key Results: Launched effective retention strategy that cut sales turnover by 40%+ (from 80% to 47%) in six months. Created performance-enhancement and coaching tools for sales force to create a culture of accountability, foster continuous improvement, and provide role clarity to managers and employees. Implemented new/updated existing diversity strategy, talent management, professional development, career mapping, and mentoring programs/processes. Educated managers on all initiatives, won their enthusiastic endorsement, and instituted quarterly follow-up to ensure continual improvement and adherence to plans.  Commended for HR leadership during troubled times. Minimized attrition and counseled employees on outplacement options while managing a series of reorganizations, downsizing, and rightsizing initiatives.

Stonecreek Funding was a subprime mortgage banker (company closed in 2006). Aggregate Industries is a “green” producer of high-quality, aggregate-based construction materials in the U.S. and UK.Human Resources Director (Stonecreek Funding), 6/05 to 2/06Regional Human Resources Manager (Aggregate Industries), 8/04 to 3/05Demonstrated equal success in leading both startup (Stonecreek Funding) and established (Aggregate Industries) HR departments, and all related functions, strategic processes, and policies for up to 35 plant locations and up to 750 employees. Key Results:• Achieved the rapid startup of all Stonecreek HR functions/programs, quickly becoming a trusted strategic HR business partner to seven company sites previously without HR guidance/support. Reduced turnover to all-time low of 10%, and improved employee benefits package while reducing company costs.• Led Aggregate Industries’ national HR team in enterprise-wide change management initiative for employee relations (ER). Replaced solely punitive processes within union environment with a new learning development approach that proved highly successful in increasing employee productivity, longevity, and morale.• For both companies, designed hiring, orientation, performance management, and manager coaching processes/ training; launched reward programs; and aligned performance metrics/measurements with comp/bonus plans.

Rapidly advanced to VP role, overseeing HR department (eight employees) and activities/functions for 1,300 employees. Coached leaders/managers, managed employee relations/communications, and collaborated with management to assess and fulfill human capital and leadership development needs. Key Results: Elevated organizational effectiveness by instilling a focus on employee accountability and creating a learning culture.  Established and managed “Champions of Change” team that implemented numerous improvements across the work environment, including new voice-of-the-employee survey and enhanced communications. Strengthened criteria for, frequency of, and emphasis on succession planning. Increased focus on selecting/ developing managers for teams/stretch assignments based on potential and human capital needs.  Prepared non-exempt employees for growth by upgrading LEAD (Leadership, Evaluation, Assessment, and Development) program and conducting this leadership training to equip staff for career advancement.  Redesigned process and approach for effective employee relations. Moved company away from a “three strikes and you’re out” mentality to a process progression of coaching conversations and performance improvement plans.

High-quality assisted independent living and luxury retirement communities. Divisional Human Resources Director (Alterra), 1/99 to 1/01Senior Director / Director of Human Resources (Classic Residence by Hyatt), 10/96 to 1/99Excelled in early HR management career, managing HR division/department for up to 67 locations and 2,220 employees. Assisted with HR aspects of acquisitions, startups, RIFs, and employee relations; reduced turnover by 25%; decreased Worker’s Compensation and EEOC claims; and launched new management training programs.