Diane (Dee) Daley Email and Phone Number

Companies include GE Capital, GE Healthcare, Synchrony Financial Services, Career Connections Inc., Horizons Leadership, Citrix and Home Depot. Consulting services include leading team in transforming culture of organizations to improve customer satisfaction and productivity. Implemented process improvement tools and a collaborative approach to resolving disputes and solving issues. Facilitation programs include Lean Six Sigma, Influencing Skills, Project Management, and Organizational Change Management. Led changes to business processes, systems and technology, job roles and organization structures to support company’s growth from 2,000 to 4,000 employees. Corporation grew 100% in 18 months and only added 10% overhead costs (85 to 93 leaders) due to business transformation projects that I led.Provided direct support and coaching to sponsors, senior and front-line managers for 6 sites as they helped their direct reports through transitions. Implemented a change agent network and sponsor assessments.• Retained Apple iPhone account that was in crisis; increased customer satisfaction ratings from 73% to 95% resulting in retaining the account worth $20 million annually.• Led the collaboration of stakeholders and functional groups to provide subject matter expertise for process mapping, identifying gaps and redesigning 50 plus processes to improve inefficiencies and automate systems. • Led corporate initiative to implement and fully adopt the conversion of the company’s manual systems to automated systems in Operations, HR, and Payroll. • Developed stakeholder assessments, communication plans, process documentation, KPI’s and audit programs to ensure adoption and sustainability of the new processes.

• Led the enterprise-wide organizational readiness of the Global Travel Program transformation consisting of a new IT expense reporting system, and new corporate card processes. Project improved productivity of 4,000 employees and provided more transparency to the business of travel and entertainment expenses. Led all change management activities including leading instructional designers in developing materials and providing "hands on" guidance in the development and assessment of the training materials.• Contributor to the start-up of the corporate Change Management department responsible for successful transformations and sustainable business results. Program was based on the ADKAR model for change management.

• Led the organizational readiness of the CITRIX business to implement a new IT Sales Force system impacting 680 employees in sales, finance, compensation and sales support functions.

•Designed/ created Lean Six Sigma and Greenbelt curriculum for Kaplan employees; facilitated 30 plus sessions, trained 4 facilitators and over 300 employees. Programs delivered 371 projects valued at over $27M in two years.•Designed Kaizen event and co-led 22 person and cross-functional management project team for Corporate Alliance Group which increased student enrolment rate from 6 % to 7% resulting in $1.8 annual revenue increase. •Instilled the corporation’s “continuous process improvement mind-set” via the design and implementation of a Change Management curriculum, Champion/Sponsor training program, internal newsletter and fun learning events. •Led executive level cross functional team to resolve a complex business crisis that closed down enrollment for seven days and cost the business $300,000; built relationships with executive process owners to understand the issues, gain buy-in for consensus of root causes and improvements to prevent a reoccurrence. • Provided analytical support to the strategic and operational projects and initiatives of the Kaplan Process Improvement team.•Organized and conduced Work Outs/Kaizen events to provide high value initiatives to solve critical business issues.

• GE Master Trainer for the GE Change Management (CAP) training program, certified over 200 GE Leaders.• HR&D change lead on a 22-person acquisition project team integrating 1,800 JC Penney employees into GE. Developed training and communication strategy preparing multiple end user groups for new processes and technologies; led team of 3 instructional designers and 4 trainers. • HR&D change lead on a cross functional project team which transformed the business from only credit card processing to cross-selling using several delivery channels. Designed the program and facilitated the change strategy for 150 call center managers to guide them in leading 2,500 associates in implementing the process and technological changes. o Created “Change Guides” and accompanying workshops for individuals and leaders to ensure all levels of employees were prepared to lead themselves and/or their teams through the change. Conducted stakeholder assessments, developed communication and action plans, established change agent network.o Ensured implementation of new roles and responsibilities by partnering with HR in job re-design process and training on new systems and processes.• Led the HR&D enterprise-wide project resulting in the redesign of the performance management processes (goal setting, mid-year assessment, self-assessments and the GE differentiation process).

• Among 2% of GE managers selected to be a Black Belt. Performance rated in the top 10% of Black Belt team.• Led Black Belt project of company’s largest and most strategic client, Home Depot: increased accuracy and cycle time of processing Home Depot commercial credit cards with annual savings of $854,000. • Coached 35 Greenbelts to implement BPM and DMAIC projects and attain certification; $1.5 in annual savings.• Led enterprise wide form letters Black Belt project for 12 call centers resulting in a cost reduction of $351,000 annually.• Member of Business Process Management (BPM) team supporting the integration of 12 call centers into six.• Led cross functional project team resulting in the redesign of the corporate HR performance management system to reduce annual appraisal defects and improve internal customer satisfaction.

Operations leader for all Help Desk functions. Implemented process improvements and measurements that resulted in the operation operating at a profit within twelve months. Managed the implementation of new accounts into GE IT Solutions, Help Desk Services. Responsibilities included due diligence, documentation of processes, implementation of significant process improvements and leading cross-functional teams to ensure the successful implementation of new accounts with annual revenues of $3 million. Responsible for leadership and development of 8 front line supervisors and 400 associates.

Implemented the consolidation of three regional GE Healthcare customer support centers into one national center over a five-year period. Removed 2 layers from the organization and established self-directed work teams, which resulted in world-class productivity gains. Reduced workforce by 40% (120 to 72 employees); reduced costs by 37% ($5.4 to $ 3.4 million) and reduced workload by 16%. Managed a staff of 75 supporting an installed base of critical GE medical imaging equipment.