Leslie Bonner Email & Phone Number

Greater Pittsburgh Area

Leslie Bonner is the Managing Partner at Bonner Consulting and her areas of expertise include nonprofit strategic planning, organizational assessment and development, collaboration/merger exploration, succession planning and Leadership, Staff, and Board Development. Leslie has worked with over 200 nonprofit organizations in every sector in the 20 years she has been working as a consultant. Leslie’s prior experience includes 19 years as a Consultant, including 14 years working exclusively with nonprofit organizations on strategic planning, Board development, facilitating merger and alliance exploration, succession planning, and leadership/team development. Her previous experience included leadership positions in Organizational Development with corporations such as PNC and Westinghouse and 5 years as a managing consultant at Dewey & Kaye. Leslie has published research on Nonprofit Leadership Development, has led a number of nonprofit Leadership Cohorts, and is a frequent speaker on nonprofit capacity building topics. Leslie has also taught workshops on Facilitation Skills for nonprofits and libraries. Leslie’s degrees include a M.Ed. in Counseling and Group Dynamics and a B.A. in Business and Psychology. She has taught graduate level courses in Strategic Planning and Leadership at several local universities. She has served on several Boards including: The HOPE Center, the YWCA, Family Services of Western PA’s Advisory Board, and the Advisory Board for the PA Dropout Prevention Network. Leslie is a certified as an Executive Coach (Stakeholder Centered coaching); as a facilitator (Technology of Participation through ICA, Board Development through Board Source); in Human Centered Design (Luma Institute); and to deliver DISC and MBTI profiles and other team and leadership tools. To see a complete profile go to: http://www.bonner-consulting.com/leslie-bonner.html

Supported nonprofit executives and boards on matters of: organization strategy, design and structure; succession planning; leadership assessment and development; and continuous improvement in support of achieving organizational objectives, sustainability and growth. Helped boards, leaders, and staffs to build better relationships and improve individual and organizational effectiveness. Taught leadership development workshops and provided team-building, performance management and management skills training to organizations. Researched and authored studies on Leadership and Senior Team Development. Responsible for business development.

FLOURISH HR CONSULTING, Owner Maintained an independent consulting practice focused on working with high technology and high growth firms to build organizational foundations and strategies in anticipation of future growth. Wrote a strategic organizational development plan for Duquesne Light Co. SMC SMALL BUSINESS COUNCIL, Consultant Worked as an independent contractor for this trade association for smaller businesses. Provided HR services and advice critical to the operation of small and mid-size businesses.WESTINGHOUSE, (April 2005 – December 2005)Organizational Development Consultant Interim position in Corporate Headquarters of 8,000 employee international business that provides Nuclear Fuel and Services. Responsible for creating an integrated Training and Leadership Development program, succession planning activities, performance management systems, and executive and talent assessments. After the interim assignment I was a consultant to several divisions.SOLUTIONS 21 CONSULTING, (2002-2005)Director, OD/Human Resources Practice Responsible for all areas of the OD/HR practice including managing client engagements, creating tools, and ensuring quality delivery of services. Frequently assisted in Strategic Planning and Process Improvement engagements. Sample OD projects included: • Assisted a high growth professional services firm looking to increase revenue in: process re-design, organizational restructuring, talent and competency audits, new incentive structure and the creation of job descriptions. Initiatives resulted in a 20% increase in revenue. • Partnered in the creation and roll-out of a new performance management model for a large financial institution. Created all materials, conducted training, and coached HR on change management techniques.

Provided consulting and training in the areas of non-exempt hiring, retention, and performance management in financial services, healthcare and manufacturing industries. JobHouse functioned as an outsourced recruiting office for companies seeking to hire large numbers of non-exempt employees. Responsible for managing the staff of 5, all new business development, creating business plans and strategies and managing the financials. • Created, purchased, and marketed the JobMobile, a roving recruiting and career counseling office housed in a 25’ RV. The JobMobile was subject of news stories in the Wall Street Journal (July 2002), Pittsburgh Post Gazette, Pittsburgh Business Times, Pittsburgh Magazine and on several TV and radio shows.• My staff recruited over 100 employees for a large financial services firm and 50 employees for a local hospital in a 5 month period.• The JobHouse was cited as an innovative small business and featured in the 2000 City of Pittsburgh Annual Report.

Human Resources and Organizational Development Director for a business unit with over 1500 employees. Responsible for strategic Human Resource issues such as succession planning, leadership development, retention of key managers and employees, compensation and incentive strategies.•Served as HR advisor to CEO of this business unit. •Partnered with CEO to create and introduce the Balanced Scorecard Strategic Planning concept to division. Created scorecards for performance management down to the individual level•Created first ever HR annual report, defined and tracked key metrics and identified those that functioned as business drivers.

Managed and developed a recruiting staff of 24 (with an annual budget of over $1M) that served as the centralized recruiting function for the entire organization. Assisted in the decentralization of the function when the bank went to business unit model. Gained hands-on experience in implementing a system-wide change.• Corporate staffing department filled 2,200 positions in 1997, while reducing costs and streamlining processes.• Researched, proposed, implemented and installed a $.5M state-of-the-art applicant and resume tracking system.• Assumed responsibility for oversight and negotiation of a $20M Corporate Temporary Staffing vendor relationship.

M.Ed, Counseling, Group Dynamics

Executive Education , Tepper School Of Business

B.A., Business, Psychology