Leadership and hands-on engagement to deliver transformational change across global business units.Development of business cases/ROI for Change Management activities, so our leadership can ensure the delivery of strategic goals will be achieved.Coaching and mentoring colleagues across the organization, supporting our Women's ERG and our GT Employee Engagement team.

Delivering long term sustainable results for the Global Technology organization, with a focus on the people part of change.• Organized and led external partners to deliver strategy and execution plan for multi-year implementation of Salesforce as a Customer Relationship Management (CRM) tool across the global enterprise.• Development of OCM practices within Global Technology, while ensuring ongoing alignment with ADM corporate change management goals and objectives.

When Cohesion was purchased by Alta IT, I continued with my role of consulting efforts with a Fortune 50 client. My focus on the IT Operating Model continued, along with:• Organized and led external partners to deliver strategy and execution plan for multi-year implementation of Salesforce as a Customer Relationship Management (CRM) tool across the global enterprise.

Consulting efforts with a Fortune 50 client- the creation of strategy and execution of transformational change within IT organization.• Creation and execution of global strategy for communication and training, impacting over 800 IT employees while we transitioned daily support from internal colleagues to external (TCS) partner.• Created, prioritized, and implemented a global campaign to align both colleagues and contractors on the IT Operating Model. This included scripting, video production, training plan, and marketing campaign for the executive leadership team to share their insights with global impacted users.• Organized and led a global team of organizational change leads and communication resources to deliver comprehensive communications, including the preparation for managers to deliver colleague notifications for those with an impacted role.• Developed a resistance management plan for both IT and business stakeholders who were impacted by the changes implemented.

Led large Organizational Change Management efforts for Kroger, focused on enabling Vendor Management system for over 40,000 vendors. Impact to over 1,000 internal associates and leadership. Responsible for a team of professional organizational change leads to deliver and measure the effectiveness of change management.In 2016, led a Lean Transformation for over 1500 associates within IT. This strategic program included over 30 initiatives in the areas of Portfolio Management, Methodology, Development, Technology and Data. Completed Stakeholder analysis, Communication and training plans, coaching strategy, roadmaps aligning all of the focus areas to ensure consistent delivery of value with minimal impact to the associates and contractors.Included in the Lean Transformation was transforming the organization to migrate from traditional Waterfall Development into Scaled Agile Framework (SAFe), including engagement from business partners, training, marketing, communication, and executive alignment.In 2015, provided Organizational Change Assessment for a Financial Services Corporation, on the cusp of implementing a $20+Mil strategic program. Program designed to provide a new administrative platform and new insurance product platform to enable the corporation to meet their strategic goals and remain competitive in the industry.

• Led and delivered on the #1 priority multi-million dollar strategic initiative, True North, focusing on a massive Organizational Model Change while continuing operations for over 3,500 employees in 9 locations. Worked with McKinsey consultants on the implementation of one cohesive plan across the enterprise, including three acquired companies. Continued engagement with C Level executives to ensure alignment to corporate strategy. • Designed and implemented multi-faceted Internal Communication solution. Including: 70” touch screen with interactive Q&A information, completely reworked intranet (Connected), 22 synchronized digital displays in 6 locations and prioritized 2 year future roadmap.• Creation and implementation a Portfolio Prioritization model for $82M development budget; providing alignment on Corporate Strategy, while aligning demand/supply to ensure resources and funding are available. • Executed transition from Staff Augmentation model into a Managed Services Contract, working with Wipro (off-shore vendor), providing $2.5M in savings per year. • Change leadership to implement Microsoft Project Server 2010 to over 1,500 users, transforming ad-hoc process into rationalized analytic driven process for managing projects and resource allocation for over 750 IT resources. Provided standardized communication and executive level reporting on the active project portfolio of $42M.

Worked on assignment at HP for project and program management. Among the duties at this position was to initiate, execute, control and close projects for a top-50 client in Cincinnati.• Delivered over $21M transformation of help desk support for client, by bringing support into US from Offshore model. • Implementation of new software enabling client to identify all assets and proper expensing of costs; saving over $3M in unallocated expenses.

Created and compiled portfolio management metrics new product development projects currently in pipeline. Routinely presented to executive management. Created resource management tool and process to capture the planned utilization of cross functional teams within new product development.Responsible for creation implementation and maintenance of multiple communication structures within R&D for projects, programs, and new product development (NPD), ensuring all employees understood the connection between company strategy and the individual projects.Accomplished a 32% reduction in process documentation by streamlining NPD procedures while ensuring compliance within the FDA regulated company.Implemented Customer Experience Management (Touch Point) Program for over 200 employees, allowing the ability to collaborate on new ideas between R&D and our customers, while obtaining the (VOC) Voice of the Customer.

Led improvement projects in the Design for Excellence team contributing to a $3 million annual decrease in warranty dollars due to improved design practices and DFMEA activities. Succeeded in reducing project timelines by an average of two months.Led implementation of PSO (Project Support Office) to support all new product development teams in a staged gate process, including mentoring project teams on the process to create and manage WBS and project schedules, presentations for upper management and resource management.Initiated and led cross functional team for global implementation of MS Project 2003 Enterprise. Defined complete data structure, created processes, managed under limited budget and resources to enable successful roll out. Organized high priority development project teams to initiate and manage their project plans, calculating critical path, crashing schedules, and tracking progress.

Project Manager for Siebel 99 and Siebel 2000 (CRM package) implementations within Cincinnati location.Project manager for Six Sigma project to implement web site for customer support of Honeywell products. Achieved 70% reduction of open support issues generated by European support customer with $10mil contract by implementation of processes and communication plan for support.

Direct front line support for clients in a help desk environment. Also provided second line desk-side support.

Entrepreneurial business created to provide automotive repairs (wholesale and retail). AKA Bumps & BruisesIdentified customer needs, sold and installed product. Created a suite of business, financial, sales and commission reports. Managed payroll and all finances for entire company. Increased revenues by 35% within one year.

During my years at this company, I worked in the service area and also migrated into IT. Managed multiple departments and over 30 employees and contractors, met with customers to overcome issues, coordinated vendor relations for fleet maintenance.