John Buschiazzo Email & Phone Number

Orlando, Fl, Us

Orlando, Florida, Us

Atlanta, Ga, Us

Fort Lauderdale, Florida, Us

West Mifflin, Pa, Us

Miami, Fl, Us

Brightstar had originally hired me as their lone talent management leader to help them convert from a product company to a service company with high-touch, world-class customer service and standardized operations globally, versus having four global regions running independently (NA, APAC, EMEA, LATAM). The intention was to build an even more scalable company in preparation for an IPO. The leaders of theses respective regions had become quite accustomed to doing things their own way. This, as you can imagine, trickled down throughout the layers of the organization. They did not want corporate processes dictated to them. So, I invited them to participate in the process of cleaning up the competency model. I sold this as their opportunity to have a voice in the change that would ultimately benefit them.As is my modus operandi, I quickly ascertained what immediate pain I could resolve that would help me earn credibility as someone who delivers while building strong relationships with everyone from influence leaders to front-line employees, which I can leverage later for larger, long-term change initiatives. My boss, the CHRO, had been leading succession planning for 4 months and had completed one group. Their goal for me was to get half the company done by the new year. It required negotiating with regional leaders to get through the more streamlined, user-friendly process for identifying strengths and development opportunities, but the entire company was completed by end of October. I was also invited early on by the Chief Accounting Officer to manage a change management effort to move transactional functions of finance and IT to shared service center in Costa Rica, which was done on time, under budget, with a high morale, and with no regrettable losses of talent.

St Petersburg, Florida, Us

While at Capital BlueCross I piloted many successful programs, but at PSCU I perfected them, winning awards for the outcomes.While I was in this role, the department output increased by 10% without any additional human resources, which saved $400K annually, and regrettable turnover was cut by 50%.Other innovative initiatives: ➢ I flipped training upside down, focused 10% on knowledge and 90% on procedure, and time-to-quality went from 3 months to 1 month, retention improved, and customer satisfaction spiked.➢ A successful migration to pay-for-performance culture and a first-ever, first-in-class leadership development program shifted the performance distribution mean by 1.2 points, saving $1M in total payroll.➢ I designed the first-ever executive onboarding program, which started prior to start date and accelerated ramp up by a month.➢ With 9-11 leadership levels, PSCU was scoring low in communication, trust, and engagement. It lacked consistency of titles and pay. A consulting firm was about to reorganize without considering the familial culture, so I submitted an RFP to lead it myself. I earned buy in, flattened the organization by 5 layers, and increased communication transparency 50% and engagement 10%.

Harrisburg, Pa, Us

This was a turning point in my career, as I went from following directives to strategizing and leading change implementations, and I was very energized by the opportunity to build CBC’s first-ever integrated talent management, OD, and leadership development organization from scratch.Though Capital BlueCross had 1800+ employees, it was very much like a family, and some of the methodologies that I adopted I also had to adapt and customize to make the solutions fit the needs, much like a puzzle piece. During this time I also earned the equivalent of a Black Belt in Change Management, was certified in ESCI, won a gold award for my integrated succession management process, AND was listed among Training Magazine’s top 3 training professionals. Some of the projects that earned recognition include:➢ I developed a nationally recognized leadership development program based on focus groups, core competencies, and 360-degree feedback, establishing a culture of leadership excellence that increased the rate of senior-level promotions by 60%, strengthened the leadership pipeline by more than 50%, and reduced turnover to less than 2%.➢ Achieved retention and application rates that were 2-5X higher than industry averages. ➢ By leading the company through a human-focused acquisition, the company was able to move a large part of the business into the new venture within a couple of months, which was months ahead of schedule.➢ Using my AIM (Change Management Black Belt) I designed an enterprise change management methodology that included value stream mapping, governance, and continuous improvement, and formed a steering committee to strategize organizational change, which trimmed deployment time of major strategic initiatives by an average of 6 months.

Merck didn’t want to build another corporate university. They wanted to build a world-class scientific research facility for the world’s most impactful scientists to make groundbreaking discoveries. Though this was not why I was originally hired, I came in and made some immediate improvements that addressed training inefficiencies, reduced spend 20%, and boosting learning output by more than 50%, gaining the credibility to successfully craft a new position building the Merck Polytechnic Institute. In a little over a year, it was built, providing a standardized learning approach for the previous 7 different learning organizations. After hiring a Chief Learning Officer to take it from there, I formed and built the governance for the Merck Learning Counsel, which was a cooperative of learning leaders from each division that would execute the process I designed for how whole company would manage learning for all 2,700 employees. Since I had developed the change management capabilities of the organization by producing 20+ new Change Management Black Belts, Merck essentially became an efficient change management machine, and there was little more left for me to innovate.

New Brunswick, Nj, Us

Though it was unknown to me upon starting that the organization was headed for a major workforce reduction, overcoming the challenge of designing and rolling out leadership development and talent/change management solutions without losing engagement, or even key people, proved to be difficult, but enlightening. Whereas my niche prior was blended learning and development, the situation necessitated strong change management, and, most likely due to my empathetic nature, this became an even stronger niche.It was evident to me that executive leadership hadn’t fully thought out how workforce reductions shake the core of every employee, displaced and retained. For instance, when in the middle of your work day, the CEO announces that all employees are to report to the auditorium with their badges, you start to assume the worst is about to happen. If I hadn’t brought that to the CEO and President’s attention right before the meeting started, no one would have been able to be attentive to the messages; instead, they would have been listening and waiting for the bad news. I led the effort to build a tool kit to maintain engagement of employees, and encouraged managers to give employees more proactive face-to-face time. Not only was engagement maintained, but there were virtually no regrettable losses of talent.For those that remained, I fortified their development with a talent review and succession planning process.

Cambridge, Cambridgeshire, Gb

Blended learning and organizational and leadership development became a larger focus for me here. I developed a gamified simulation of the drug development lifecycle for all non-technical staff, which was cutting-edge training at the time.I honed my craft in team effectiveness. More than half my time was spent on helping global product teams communicate and collaborate better. One team was so ineffective that they were in danger of not submitting their FDA applications on time. After spending two months with them, they were actually ahead of schedule, and the processes that helped them get ahead were adopted by future global product teams, shaving an average of 4 weeks off FDA submissions. This earned me a commendation from the head of Oncology.I also had the opportunity to work with senior HR leaders to craft how all components of R&D’s leadership development were built. I guided US strategy on talent reviews and succession planning for 3K internal clients, while also streamlining the rollout of global virtual regulatory teams, which became the new way to launch teams at Astra Zeneca.

New York, Ny, Us

Though my division was shut down shortly after 9/11, I was consoled by my manager who told me that I did more in 6 months than most people do in a year. From this point forward, I made making an immediate, significant impact my signature approach, and it has served me well.

Philadelphia, Pa, Us

When I found training, I finally felt as though I had found my niche. I learned and grew quickly here.

New Castle, De, Us

Philadelphia, Pennsylvania, Us

Dover, De, Us

Professional Certificate, Human Resources Management

Master Of Arts (M.A.), Economics

Bachelor Of Engineering (Be) - Distinction (Minor - Psychology), Electrical Engineering