Jennifer Warshauer Email and Phone Number

Lead our Organizational Development efforts which include strategic initiatives such as developing a tailored approach to defining, measuring, and increasing employee well-being and designing and piloting Clif Bar’s approach to new post-pandemic, hybrid ways of working.Oversee learning and development programming and our cross-functional culture committee - both with a focus on employee engagement and growth.

Lead company-wide org design initiative. Developed and executed short and long term change management and communications efforts before, during and after the large scale restructuring - with a people-first focus and emphasis on preserving and evolving the unique and beloved Clif Culture. Lead large scale, enterprise-wide programs that delivered significant value to Clif Bar and Company. Most notably, leading a transformational effort to re-design our Product Lifecycle process, by which a cross functional team used process design methodology to arrive at reinvented future state process. Included resource planning, program and project scoping, process design/redesign, pilot design, change management and training planning and execution, synthesis and analysis of lessons learned, implementation planning and execution, and performance reporting.

Developed strategic frameworks, methodologies, and approaches to process improvement for use across the organization Designed and implemented change management programs through a structured methodology, using stakeholder assessments and customized engagement plansDeveloped and facilitated customized training and workshops for teams throughout Clif Bar to build problem solving, process improvement, and change management capabilities organization-widePartnered with Process Owners to achieve common goals and partner with functions across the organization to aid in holistic organizational effectiveness

Management consultant specializing in culture change initiatives and organization transformation services. Experience in Org design and building strategic change management plans for optimal adoption.Most notable projects include: An org. Design and optimization project for Chief Operating Officer of large regional hospital system in California, and a culture transformation project for the Chief Innovation Officer of one of the nation's largest professional services firms.

Led several major, strategic projects for the $1.65B company, including a 9-month enterprise-wide initiative to re-imagine, communicate, and embed the company’s new Purpose and Core Values. Researched, visited and benchmarked ~20 companies in order to identify major trends, risks, and opportunities for adopting culture change including Southwest Airlines, Whole Foods, and The Container Store.Developed change management plans that included a cultural transformation and the implementation of several associated process improvement projects. Process improvement efforts included researching, designing and implementing a new performance management system, a new employee onboarding process, and coaching the company's senior leaders with regard to improving employee productivity, development and recognition programs. This resulted in maximum stakeholder engagement based on 92% favorable survey response that ‘the cultural change was a good strategy for Interstate’Led a cross-functional culture committee of representatives from each division/department that developed tactics and corporate communications around both change management and employee engagement opportunities. Used data and analytics to make sure changes 'stuck' by developing a comprehensive program to measure and track progress of cultural changes and coinciding strategic initiatives, which ensured thorough adoption and execution. Applied Net Promoter System and Competing Values Framework tools to assess readiness for change, the impact of change, the organizational culture, and over-all performance.

Owned all new store opening logistics and project planningLed local “guerilla” marketing programs in stores to help gain market share without the high cost of advertising. Personally went to company store operations and established marketing and sales partners to both grow share and teach store operators how to do this. This effort resulted in retail transactions growing a higher than average, 8% within two monthsAnalyzed marketing and advertising activity on business unit featuring ~200 small box retail stores with ~$100M in gross revenue. Stores include company owned operations and franchisedConducted on-site and over the phone consultations to develop actionable marketing and advertising plans based on successful trends in other markets, including grand opening eventsDeveloped content for and delivered marketing workshop to over 500 attendees at company’s 2012 convention. Also led planning and multiple projects leading up to the company’s largest-ever convention

Managed local restaurant while attending full class load at SMU, led five assistant managers, and directed all restaurant business activities including payroll, accounting, inventory management and operations training