Lead organizational development for 4500+ employees across several large technology and operations departments.Key responsibilities include:Developing talent, including launching a new group coaching concept for mid-level managers resulting in increased retention and engagement.Revamping our talent management approach to improve the talent pipeline for highest value roles and ensuring succession strategies are in place. Strong focus on diversity and inclusion.Partnering with leadership to develop operating models for new and existing organizations that position the team for growth, increased automation and successful implementation of new technology.Executing organizational changes, including designing the organization and communicating the changes to impacted employees.Designing high impact learning programs for professional development and role-specific proficiency.

Led team of five to conduct employee engagement and organizational assessment of transit agency and delivered organizational development recommendations to top management.Redesigned engineering department organizational structure at electric utility to improve customer service. Pilot results showed increased customer satisfaction and improved employee engagement.Coached senior leadership on employee engagement and change management strategies; conductedcommunications planning and stakeholder engagement for a large continuous improvement initiative.Led three winning business development proposals, resulting in new consulting engagements.

Responsible for project management and execution of talent management processes for 15,000+ employees (e.g., Performance Management, Employee Satisfaction Survey, Multi-rater feedback).Led reporting improvement initiative for 10,000+ employee technology organization to meet span of control and layer metrics, resulting in timely and accurate reporting on metrics.Led cross-functional HR team to deliver on client’s people priorities (recruiting, training and compensation).Coached senior level managers on organizational effectiveness and design decisions, including: restructuring of business unit to better utilize key leaders’ strengths; hiring for growth; and updating roles and reporting structures to improve cross-functional communication.

Talent Specialist, 2010-2011, Mergers and Acquisitions Transition Services GroupConducted compensation planning and performance management process for 300+ consultants.Developed training that improved project managers’ communication with project teams.Human Capital Consultant, 2008-2010, Multiple industries including Consumer Goods, Healthcare and GovernmentCreated, deployed, and analyzed an employee engagement survey for 4,000 employees. Led project management with project on time and on budget.Planned organizational design to ramp up for Chicago 2016 Olympic bid, resulting in changes to the existing organizational structure and addition of new management positions.Evaluated potential impacts of healthcare reform on Wisconsin Medicaid resulting in adoption of three new projects focused on gaining efficiencies from paperless processes for a projected savings of over $1M.Human Capital Analyst, 2006-2008Analyzed the financial tradeoffs and operational impact of moving to an outsourced arrangement for facility staff at a global pharmaceutical company, resulting in $1.2M projected cost savings for outsourcing option.Project manager for ERP implementation focused on training.