I help to develop our team members for success in their current and future roles at Hearth & Home Technologies. Responsibilities include: • Design process & tools for talent development at individual and organizational levels, including: succession planning, talent reviews, performance management, skill assessments and more.• Execute and improve talent development processes to maximize their value and ensure they drive accountability and inclusivity of all members. • Develop and facilitate training and learning programs and content.• Recommend and execute strategies to build organizational capabilities.

Talent Connect helps drive business results from your people development investments with a clear roadmap for employee and program growth. We help you maximize our greatest asset: your talent!

Oversee strategic direction and daily management of the Operational Excellence (OE) team. Core work includes process development, project management and program operations.• Designed a change management program used to advance the adoption of 140+ strategic, enterprise-wide projects. • Participated in OD&L re-organization including redesign of functional knowledge and skill requirements; team competency alignment to work design method; placement of 16 team members.• Contributed to the creation of Employee Resource Group program and approach, which led the launch of to 5 initial ERGs.• Oversaw the build of the new OE function: established program development process RACI; defined project management standards; designed template to capture program workflows and requirements.

Oversaw all aspects of strategic direction and the daily operations of the OD&L Program Design team. This includes program assessment, design, development, and measurement to support the creation of system-wide programs.• Led initiative to define Fairview’s behavioral expectation model and reflect integration with HealthEast. Final framework reduced number of competencies from 24 to 10.• Partnered with lean promotion office to create a comprehensive suite of lean educational content, including eight (8) sessions of materials covering lean principles, systems and tools; a development self-assessment tool and roll-out recommendation.• Championed Fairview-wide development and learning needs assessment that included over 850 participants and over 10K data points. Led process design of overall assessment and performed data analysis.

Partnered with VP's and Directors to consult, design and deliver organizational development (OD) solutions, with the aim of creating greater organizational capability to help realize the vision, mission and strategic goals. Focus was integrating OD practices and philosophies into the deployment of Lean / Continuous Improvement.- Led organization’s change management capability: facilitate change training; design organizational change tools to use in improvement workshops; consulted leaders on change and OD solutions. - Designed and delivered programming to 200+ senior leaders on leading transformational change, including content, participant material, follow-up consultation sessions and reinforcement activities.- Active participant in continuous improvement, including daily improvements, Kaizen events and A3 thinking-based problem solving.- Designed comprehensive curriculum approach for continuous improvement function, considering adult learning and instructional design practices. Partnered with lean team members to create curriculum content, including application exercises, self-development options and assessment tools.

Implementation leadership team member on $65M+ SAP implementation project and responsible for deployment of OC strategy, including 800+ actions across four work streams: training, communications, organizational design and business readiness. - Communications: Oversaw development of project website (SharePoint) accessed by 5000 employees; used Constant Contact to create, send and track 8+ monthly communications; designed messaging for executive meetings.- Training: Oversaw the design and development of 300+ content hours; ensured end-users received relevant training for Day 1 success, including management of 120+ classroom days in a 30-day window; aligned project’s training needs to Patterson’s Learning Management System.- Organizational Design: Partnered with leadership and Human Resources to recognize efficiency gains across 80+ site branch system; coordinated role mapping of over 600 go-live employees, into 60+ roles.- Business Readiness: Analyzed Readiness Survey results across 20+ sites and 800 employees; designed “PAT on the Back” program to recognize engaged employees; developed a readiness dashboard to measure go-live sites to readiness and identify improvement opportunities. - General Leadership: Administered OCM’s $4M annual budget and led team of 3 specialists and 8 contractors; designed deployment model team structure that included 3 new roles and added 20 staff members to larger OCM team; facilitated leadership events to improve team efficiency.

Led team of 4 direct staff members, serving 5,000 employees to champion performance and talent management, training, Learning Management System (LMS) use, internal communications and culture leadership functions. - Partnered with executive and human resources (HR) leadership to identify division’s top talent and managed career development process for succession. - Coached HR team and business leaders on staff development best practices and employee issues. - Assessed leadership development needs and designed activities to close talent gaps, including mentoring programs, training programs and action learning projects. - Designed content and structure for week long executive development program that, ultimately, rolled out across UTAS.- Championed cultural change, leading “Geared for Success” implementation across division.- Led project to transition legacy-Goodrich Learning Management System (LMS) into UTAS’ Global Learning Portal (GLP).

Led training and development team and initiatives for MN location of SIS division (1500 employees).

Led externally-facing training efforts for the Regional Transmission Organization, including member organizations’ continuing education events and in preparation of the energy market launch. Also served as the internal training specialist, focusing on employee development and improvement initiatives.