David Granger Email & Phone Number

Itasca, Il

My role is to: (1) reduce injuries and save lives by bringing the expertise of the National Safety Council to people through the successful development and market penetration of learning products; (2) grow the National Safety Council University to increase the impact it has on safety; and (3) drive innovation into all the ways we educate people to maximize the behavioral change necessary to help make the world a safer place.I have management responsibility for the Learning and Development organization including the growth of its people, expansion of learning capabilities, financial targets, Learning Management System and other technologies.

St Charles, Il

Created a new organization to serve the needs of Accenture's internal Learning & Talent Development (L&TD) Center of Expertise. Built a global network of over 125 professionals that deliver learning solutions to over 350,000 employees worldwide. Reduced the cost of services by $20 million over 3 years while increasing the available support levels and capabilities of the team. Provided high quality services in the areas of skill gap analysis, learning strategy, curriculum planning, content management, learning program design, and oversight for training development and delivery with customer satisfaction never below 93%. Supported 162 Accenture business entities, 210 curricula, 207 professional communities, 209 learning boards, and 154 learning collections.

St. Charles, Il

Established a global learning and development organization encompassing training, knowledge management, and collaboration for Accenture’s Technology Growth Platform. Created the Learning Capability Maturity Model to help identify the right blended learning solutions based upon the business and marketplace maturity of different technology offerings. Implemented an efficient curricula across Technology that incorporated a common core and specialty training representing 50% of all training delivered but only 25% of total training costs. Accountable for the efficient allocation of approximately $5 million development budget and $350 million of delivery cost per year. Worked closely with business leaders to manage the significant growth in training hours from 2 million to 10 million for the Technology business by leveraging multiple learning modalities.

St. Charles, Il

Drove the strategy, planning, and implementation of all learning assets in the areas of training, methodology, tools, and knowledge management for all process, technology and outsourcing practitioners and achieved over $30 million in savings. Delivered a learning program to address the unique needs of Accenture’s Global Delivery Network - a rapidly growing, low cost, offshore organization, which could not afford the cost profile of Accenture’s traditional learning approaches. Developed an onboarding program that replaced 6 weeks of classroom training with a 4 week blended learning solution consisting of 2 weeks self-study facilitated in small groups and 2 weeks of centralized training. Reduced the time to competency of new hires by 33% and enablement costs by 50% while increasing learning retention through extensions to the training that continued on the job. Redefined the overall learning approach from one that focused on “just in case” to one that emphasized “just in time” and deepened specialization based upon an individual’s role.

St. Charles, Il

Defined the learning plans for the computer software business including curricula, budgeting, staffing, course development planning & management, and stakeholder management. Managed a course development budget in excess of $3 million per year delivering innovative training products on time and on budget. Developed a 76 hour learning program for computer systems consultants that leveraged blended and experiential learning which transformed the way Accenture approached major skill building efforts. Defined the learning objectives and expected business outcomes for the analysis and installation of computer systems learning programs as the transition from mainframe to object oriented systems became more common to position the business for post 2000.

Milwaukee, Wi

Held a series of roles with increasing responsibility over time – primarily those of a project manager including responsibility for financial and team management.

Mba - Operations And Manufacturing, Operations Management And Supervision

Bachelor Of Arts (B.A.), Business/Managerial Economics