Prequalified Ready talent is the most strategic lever your leadership team can bring to managing change and keeping the lights on. Vets, Grads and Pros are assessed and prepared for placement.Started a boutique executive search firm to meet client/industry needs for prequalified ready talent for mission-critical, real-time technical / leadership roles increasing veteran, women and minority recruitment across utilities. Provided Executive Search and staffing for over 100 mission critical placements across utility sectors.  Served utility client leaders and HR teams adapting to changes in technology and regulations in real time. Sourced and placed key executives in investor owned, public power, coop and municipal utilities, Engineering and ROW firms related to Utilities and Infrastructure adapting to DER and the SMART City. Refined and deployed Requisite Organization (Jaques) and PROSCI change management principles.

As an entrepreneur, individual practitioner, consultant and coach, the focus of S&P Intl is on helping decision-makers lead by bringing Real-time SPEED to OD & HR processes - including critical "purple cow" talent searches and Strategic Development / Coaching to drive change.Having proven the value of Multi-modal training in Energy, S&P Intl pursues selective engagements in other industries. Multi-modal professional training is matched with team-based training to facilitate organization learning. We partner with leaders to max the ROI on training and selection investments.

Have been a member of SHRM since 1974 when it was called ASPA.

As Dir Gvt Affairs we keep members advised on state and federal policy issues. The Charlotte Chapter is one of the largest in the NC. In 2015, we launched a new initiative helping schools use some of the 420+ SHRM professionals who are members to advise high schoolers on Career Readiness. Over 750 HS students have benefited already.

Recruited National Thought Leaders in HR and OD for quarterly meetings of Energy Leaders and HR professionals to elevate the thinking and action of HR pros in Energy and Carolina Based Organizations.

Growing from entrepreneur to profitable business owner and more effective CEO takes time, reflection and focus. It is a journey. My Vistage group helped get me there.

45,000 are expected at Bechtel Summit, WV in July 2013 for first Jamboree at new site.

Started this company introducing internet access for on-line training and simulation into control rooms on six-months severance. As vertically integrated utilities were deregulated into functional entities and NERC regulations defined sanctions, SOS developed and delivered multi-modal content replacing tribal learning using meta-data and performance metrics, human factors science and adult learning theory to help utility clients comply/adapt.  Introduced web-based real time simulation and multi-modal training to over 1100 Utilities.  Facilitated average annual operator & team training investment from ~1% to 5% salary per student. Designed, developed and delivered real-time NERC Certification content and training to over 11,000 operators, engineers and leaders. Generated over $5.8 M in revenue with 20% EBIDTA.  Became NERC’s largest approved provider of Continuing Education. Sold in 2012.

Facilitated a forum for best practices in the use of simulation for speed in building expertise and capabilities across mission critical roles in energy, military, healthcare, transportation and information technology organizations.

Recruited by Duke-Energy, SCANA and Carolina Power & Light (CP&L) to help define NERC approved Regional Transmission Organization (RTO) for southern states, coordinating years of pre-work around energy deregulation. Grid South was closed down after 9/11/2001 and Enron’s collapse shifted focus away from energy deregulation. Defined best practices HR/OD plan for Grid South, supporting decision making based on other regions. Facilitated dimensions of culture, job descriptions, competencies needed for robust stakeholder process. Hired over 58 professionals on the way to 120+ before being put into “stand-ready mode” and closure.

Formerly Havas Interactive, this group included Online education (Davidson Associates; JumpStart math & science; Knowledge Adventure) and gaming companies (Blizzard, Sierra Online; Flipside) acquired by Vivendi. Recruited to lead culture change, executive development and compensation during a period of extensive M&A.  Facilitated the assessment and incorporation of acquisitions in the internet game space like Flipside and Blizzard into traditional content development game studios like Sierra Online and Knowledge Adventure.  Supported and defined the structures and processes to earn $500 M of Internet games revenue in 2000.  Responsible for M&A integration of a dozen acquisitions, including leadership, creatives, staff and HR.

Recruited to be the first VP HR for this outsourced, pre-contract, analytical, testing lab start up to spur and focus growth, fix crippling turnover and mold a stressful plateaued culture into high performing teams primed for fast growth. Started in 1991 by two pharma scientist entrepreneurs. Sold in 2001 for $200 M to Cardinal Health. Reduced lab hire attrition from 50% to > 15% in 1st 2 years by clarifying sourcing metrics and skillsets. Coordinated HR Policy/Performance Management decisions across executive team of Ph.D.’s/Scientists. Defined strategy for onboarding and cultural clarity using Blake-Mouton Model and Blanchard for M&A.

Responsible for the cultural definition, staffing and strategy for growing this business from 5 to over 400 with global technology, manufacturing, distribution. Organization development strategic total compensation design and implementation helped grow this business to over $300 Million in 3-4 years.

This global NiCad and Li-ion battery manufacturing operation had global manufacturing, R&D, sales and marketing operations and this role involved transferring technology and staff around the world to produce cell phone, aviation, military and EV battery technologies and managing compensation, recruiting, compliance and ethics issues. Hired to integrate OD policies across three diverse divisions with 8 NA locations. Responsible for training, compliance, staffing, total rewards, benefits and ethical leadership development and succession planning across manufacturing, R&D and Corp. Offices with strategic organization review / performance management programs. Moved batteries, charging /storage technologies and staff for global mobility and executive development.  Assured ethical leadership, safety, security and compliance across NA locations successfully getting out from under consent decrees and findings of price-fixing that neutered growth in government contracts.  Part of team that earned Malcolm Baldrige Award recognition for the $140 M Aviation battery business. Introduced CEDAC and Kaizen reducing waste, manufacturing costs and improving speed and quality.

Recruited to drive integrity in HR processes in civil service hiring and pay to a state-of-good-repair after a period of neglect, loss of control, fires and failure. Developed OD/HR practices to support return of management control. Full Charge HR for 52,000 employees, 146 HR pros - Staffing, Comp, Benefits, OD, Compliance – 32 Unions.  Hired 6,000 operators, engineers, managers and leaders each year automating archaic paper processes. Part of Executive Team that led management reform coordinating $1.2 B capital plan – tripling MDBF, put in place professional leadership team with annual organization and performance review processes in bureaucratic city agency.

Hired and trained for excellence in facilitation in Labor Relations, Arbitration, Safety, Organization Development, Metrics for a $1.4 B Beverage Division in a $7B diverse conglomerate through Plant – Region – Division roles. Researched, customized and implemented Self Directed Work Teams (SDWT) in greenfield, non-union, highest-quality, lowest-cost can manufacturing operation in Sugarland, TX with no inspectors.  Responsible for succession, OD, performance management across 18 locations with 3200+ employees. Developed Continental College Corporate University, content and curriculum to assure leader readiness. Managed team of 14 HR staff across large urban areas (LA, Chicago) and smaller communities (GA, IN). Defined and implemented algorithms to predict unfunded liabilities across plants as a factor in longevity.