General Management and Consulting- Strategic Planning- Change Management- Leadership Development- Succession Planning- Talent Management- Coaching- Performance Management- Team Development- Knowledge Management

HR/OE subject matter expert on Attrition Task Force 2 (ATF2) Core Team. This complex and critical project was formed to reduce drug candidate attrition. Created the overall implementation structure to guide performance across PGRD and site-based implementation teams. Designed the change management and communications approach recognized as a key element of the implementation effort by Pfizer's CEO. This program will result in saving in excess of $150 million per marketed drug.Created Organization Effectiveness (OE) function. As a result of Pfizer's acquisition of Warner-Lambert, was asked to come to PGRD La Jolla to start up an OE group. In three years, the group built a solid reputation and had implemented almost 200 projects for our clients in such topic areas as: complete departmental reengineering; culture change; change management; drug team launches; coaching and leadership development; strategic planning, and succession management programs.Program Lead for the Analytical Research and Development reengineering project intended to address inefficiencies that resulted from function-based structure. Created overall design approach / and culture / change management structure, and acted as organization / process design expert and team facilitator. Result was a high-functioning, streamlined group that is a key component in achieving overall Pharmaceutical Science goals.

• Led the reengineering of the Human Resources function. Worked with the team to conduct an extensive current state analysis, assessed options, designed a new organizational culture / model, change management, communication and training programs for HR employees. The plan was agreed to by the CEO, and was to be presented at Vanderbilt University as a case study of successful reengineering.• Led the design and execution of a performance management system for supervisory personnel at Humana’s National Service Centers. Taking a process focus, worked with the team to develop performance and quality expectations, as well as measurements, tools, training programs and documentation. This program was instrumental in enabling the service centers to meet a key project goal of 10-20% improvement in administrative efficiencies and customer satisfaction.

National Change Management PracticeCo-directed the Change Management Strategy component of a $60 million project to provide new information systems for manufacturing facilities of a premier aerospace and electronics company. Designed and facilitated client and key stakeholder workshops. Identified and developed required transformation initiatives in such focus areas as: Management Practices; Organization and Staffing; Performance Metrics and Incentives; Culture; Stakeholder Resistance, and Readiness Assessments.Co-led the development of a comprehensive plan to form a strategic alliance among three of the largest Farm Co-operatives in North America. Worked with the most senior management of the Co-operatives to develop an integrated retail vision and case for action. Facilitated identification and design of an overall framework for the partnership, which included: Marketing; Information Systems; Distribution, and Organization Strategies to enable the companies to recommend the plan to their respective Boards.Designed and facilitated a Vision and Strategy Workshop for top executives at a $4 Billion computer manufacturing company. The vision focused on using Electronic Commerce to increase productivity and customer satisfaction. Outcomes included: identifying the organization's Critical Business Issues, its Customer Value Proposition, and the Confirming Case for Action.

Directed Re-Assessment of in-process move toward Self-managed Teams for Computer Manufacturer Regional Customer Support Center. Created a Management Steering Committee and trained Design Teams to "repair" the organization. Developed Goals and Objectives and conducted a Redesign of existing processes through the application of Total Quality Management (TQM) techniques. Within 15 months, the district saw a 132% increase in efficiency, a 22% decrease in cost per technician and a 21.5% decrease in cost per technical solution, resulting in $1.1 million savings to the company. Consulted with and led movement towards creation of a High-Performance Work System for a key Customer Service District. Created a project structure and facilitated the examination and redesign of all aspects of the business. In less than a year, the district had moved from near bottom to being Top-rated in their region and the Fifth-rated District in the country. As a result of these efforts, conducted a Strategic Futures Conference, enabling senior management to develop strategy under new leadership.