Gregory Larson Email & Phone Number

Los Angeles, Ca, Us

Architected a new strategic direction for HR and created, executed and led a plan to transformation the function (and by extension the organization) to bring greater value to the enterprise.

Irvine, Ca, Us

Reporting to the COO, drive key transformation programs across the enterprise and lead/evolve integrated strategic planning globally.

Irvine, Ca, Us

Reporting to the COO, evolved the operational efficiency of RGP by integrating Sales Enablement with Talent Enablement so that we could achieve greater profitability and effectiveness. In creating and growing Field Enablement, I expanded the objectives of Talent Enablement to include arming business leaders with the right data at the right time at the right cost, driving global supply/demand optimization programs and providing subject matter expertise on the technologies at the foundation of our business. As the business owner of the technologies our field professionals use, I regularly partner with our IT-Enterprise Applications team and our CIO. I also lead our global annual integrated strategic planning process across all functions and geographies.

Irvine, Ca, Us

As VP of Talent Enablement, I created, shaped and grew a new function within the company, leading the way in driving operational efficiency for our business. My role was focused on looking around the corner of our business forecast, driving efficiency and standardization and centralizing technology management and analytics. By creating a resource forecasting and planning function we were able to shift from rear-view mirror reporting to forward looking decision making. Centralizing and standardizing common processes enabled our talent professionals across North America to focus on matching supply and demand and creating long lasting relationships with our consultants.

Irvine, Ca, Us

RGP is a global consulting firm that enables rapid business outcomes by bringing together the right people to create transformative change. As a human capital partner for our clients, I specialized in solving the most pressing business problems across the enterprise in the areas of Business Transformation, Governance, and Technology and Digital Innovation. Led the transformation of the talent function of a 500M professional service organization.

Helping both for-profit and not-for-profit organizations discover greater value from their Human Capital through transformtion (both in process and through technology). Full-service HR consulting practice (and interim leader) with expertise in:Human Capital Strategy: • Workforce strategy and planning• HR Analytics based decision-making• Resource Forecasting• Succession Planning Human Capital Improvement and Effectiveness:• Labor Cost Management• Process Re-engineering• Talent Program Management and Leadership Initiatives • Change Management / Appreciative Inquiry• Job purposingHR Operations:• HR Analytics • Employee Engagement and Talent Retention • Performance Management• Compensation Administration• Employee Relations • Leveraging HRIS• Multi-site HR Operations

Dublin 2, Ie

Greg served as a business partner and trusted advisor for all Products Operating Group talent supply chain matters and led the development and application of global guidelines, analytics, frameworks, toolkits, methodologies and operations to meet the business' requirements. • Led the talent supply chain for a 10,000-employee global business, ensuring the P&L had the right people at the right cost in the right place at the right time so we could increase profitability and grow to achieve $7.5B in net revenues in fiscal 2016.• Trusted business partner/advisor to global, regional, and local leadership to make necessary changes. • Co-led a cross-disciplinary team (including Business Leadership, Finance, Operations, and HR) to develop annual payroll plans for our 10,000+ person, $7.5B consulting services business.• Built strong (and sustainable) relationships and facilitated seamless integration across global, regional, and country Business Leadership, Finance, Operations and HR to ensure that key business needs and related performance targets were met and issues resolved.• Provided leadership, mentoring, talent subject matter expertise, and career enhancing training to 100’s of professionals around the globe.RESULTS:• Reduced labor costs contributing to overall Products 106 basis point improvement in profitability.• Increased appropriate headcount in alignment with net revenue.• Increased profitability through business transformation.Global Human Resources Operations | Global Human Resources Business Partner | Workforce Analytics | Resource Forecasting | Program Management | Process Improvement | Director of Administration | Creative Thinking | Change management | Resource Supply & Demand

Dublin 2, Ie

Across North America and Asia Pacific, appointed to lead the enablement of human resources in the science and art of resource forecasting and planning so that they could develop and manage accurate and actionable resource plans and make proactive decisions that would optimize business performance and achieve management’s objectives. • Invented a leading-edge, analytical model to predict future resource utilization levels and a process to reallocate under-utilized resources to maximize employee talent and improve profitability by hundreds of basis points. The geographical and aggregated results provided Leadership with the necessary “on the ground” business perspective for both internal meetings (P&L Leadership and Corporate Board) and external meetings (earnings calls). This tool and process continue to be used in 2016 as the de-facto standard for short-term resource forecasting after a decade of proven reliability.• Worked hand in hand with each country team to teach them how to create an actionable resource supply plan by linking their resource demand forecasts to the business (financial) forecasts.• Spearheaded the development, training and implementation of a forecast accuracy metrics scorecard that drove talent actions across the countries within Asia-Pacific and within North America.RESULTS:• Accurate resource supply and demand forecasting contributed to the growth of APAC net revenues (in US currency) of 33% in 2007, 26% in 2008, 7% in 2009 and 10% in 2010.• Improved forecast accuracy by more than 50% through metrics-driven talent actionsGlobal Human Resources Operations | Workforce Analytics | Resource Forecasting & Planning | Resource Supply & Demand Management | Program Management | Process Improvement

Dublin 2, Ie

Appointed to lead a small team and improve resource productivity, increase profitability, and identify and address opportunities for resource planning improvement so that ultimately an entity’s resource forecast could be “certified” as being in alignment with its financial plans. By knitting together short-term resource plans, mid-to-longer term resource forecasts, sales and net revenue forecasts we created a “call to action” scorecard and quarterly review process and brought together business and function leaders in each P&L that resulted in improved profitability (for the P&Ls) both in cost reductions and higher utilization of Accenture’s resources. Global Human Resources Operations | Workforce Analytics | Resource Forecasting & Planning | Resource Supply & Demand Management | Program Management | Process Improvement

Dublin 2, Ie

Led seamless design, delivery, and execution of a full range of HR initiatives and core HR processes. Earned a reputation as a trusted advisor to global leaders by bringing an enthusiastic passion for both strategic thinking and delivering results.• Recognized expert on talent issues and a business partner to the senior management team and country leaders. • Partnered with the leadership team to develop and implement Human Resources strategies, initiatives, and goals that aligned with the businesses objectives• Facilitated performance management and competitive compensation programs and supported an entrepreneurial culture that inspired and fostered high employee performance and engagement• Effectively addressed critical people-related issues

Dublin 2, Ie

Designed and drove global strategic skill and capability plans to ensure the P&L could achieve measured outcomes, while also balancing people’s needs by ensuring development, experience, and career success were top of mind. • Grew/developed priority skills in key countries enabling the business to achieve forecasted net revenue.• Reduced labor costs from improved planning (better focus and lead time) and unnecessary hiring• Balanced recruiting with re-skilling while ensuring

Dublin 2, Ie

Trusted business advisor directly responsible to develop and deliver HR strategy for the entity as well as the full suite of HR services including Leadership succession planning, employee satisfaction and engagement, retention programs, recruiting (university and experienced), attrition management, employee relations, performance management, professional development & training strategy and management of those training budgets, workforce planning and management and compensation administration.Led the development and implementation of a metrics scorecard that drove Leadership decisions and enabled actions to improve profitability.

Dublin 2, Ie

Greg sold consulting services and worked alongside his clients’ executive teams to drive thought leadership and to lead technology and process re-engineering implementations at Microsoft, Motorola Semiconductor, Oakley, The Capital Group, Gateway, LA Dept. of Water and Power, JPL and others.