Clients include healthcare public and private, pharma organizations, including Janssen/ J&J, and Financial/Technology industries:• Provided strategic planning, talent management, change management, executive coaching, leadership development and succession planning consultation with hands-on execution.

• Fulltime Business Adoption & Training for implementation of Global Quality Document Management System at Janssen Pharmaceuticals: developed and executed global communications and stakeholder alignment and buy-in to ensure acceptance of change. Developed Change Management toolkit, Business Impact Assessments, FAQs, newsletters, etc.• Fulltime Change Adoption & Communications Consultant for Global Controlled Substance Program cross-sector at J&J ensuring successful deployment by stakeholders.

- Developed and executed Change Management strategy for multi-year IT infrastructure Program Drive initiative supporting one customer experience across the organization.- Developed, led, and facilitated Stakeholder Councils, Steering Committees, and six Change Advisory Teams for 1 to 2-year duration, while assessing talent for key roles.- Facilitated cross-matrix diverse constituent/ stakeholder teams focusing on cascading communications and providing key messaging in layman’s terms containing the impacts of the change on the business work processes.- Developed Communications Strategy to include companywide video productions to cascade messaging of key change initiatives.

Provided change management consulting services to clients in the pharmaceutical, consumer products, power management, and technology industries for large/small scale change transformations in the areas of IT technology, Finance Shared Services, and ITS Restructuring utilizing IBM Better Change methodology.

• Redefined the vision and business strategy for the investor community communications plan to position INTTRA, one of Deloitte’s Fastest Growing 500, for the next level funding in their business growth; built alignment throughout the organization and with business partners to support this new strategy.• VP level role in building Human Resources Infrastructure, Policies, Procedures, and Systems. Facilitated vision setting, objective setting and strategy development processes for newly created divisions/organizations.• Facilitated two Leadership Retreats/Conferences to provide organizational diagnosis and leadership assessment for improved collaboration, alignment, and collective leadership of the Senior Executive Team and the top 60 leaders for the American Society for Civil Engineers (ASCE), which increased their leadership effectiveness in their critical role in the Katrina and Rita hurricane disasters.• Collaborated with four Regional Directors and their unique regional handbooks to design and develop the first unified, consistent Employee Handbook and Policies Manual for a nationally based not-for-profit organization.

• Developed new competency (success factor) model and led workforce planning and compensation alignment strategy to support the Nurturing Talent Work stream for the Global Regional R&D Hub Unit Directors and Biostatistician community globally.• Developed new Organizational Change Management program supporting the global clinical drug development teams with two initiatives, Reduced Source Data Verification and Optimizing Geographic Deployment/Site Performance initiatives.

• Built new Global Leadership and Organization Development function and developed Leadership Development Strategy for 7,000 employees domestically and 15,000 internationally for the Global Supply Chain and Global Quality Operations organizations.• Developed Organizational Assessment tool, considered state-of-the-art by the FDA, used for 356 teams to comply with commitments under Consent Decree for four Schering-Plough domestic sites in New Jersey and Puerto Rico.• Developed and led the Global Launch of the new competency model for the Leadership Behaviors to impact the turnaround of Schering-Plough for the global enterprise consisting of 32,000 employees worldwide with support from the CEO and Board of Directors, including specific targeted needs in Latin America, Asia, and Europe. • Developed strategy and framework for Leadership Development Program involving an experientially based action learning approach for Senior Teams globally and their key talent, including specific targeted needs in Latin America, Asia, and Europe.• Built and implemented the leadership strategy for Schering-Plough’s newest and Singapore’s largest manufacturing facilities to develop the 100 high potential top leaders.• Developed and implemented with global Senior Management Teams a Succession Planning System for high potential assessment and pipeline identification; targeted developmental needs by mapping specific programs to talent needs.• Provided Generalist support to cGMP Compliance Strategy Taskforce to support the Consent Decree, which reported directly to the President and CEO.

• Developed the vision, the strategic planning process, and a newly defined culture based on behaviors, measurement criteria, and reward systems for a new business for DuPont, DuPont Displays, while integrating the business processes for two newly acquired businesses.• Developed and implemented a new and first time deferred compensation plan of Value Shares/Phantom Stocks working with Corporate DuPont Board of Directors and Executive Compensation Committee for approval and buy in.• Created and implemented new global Human Resources systems from the ground up, i.e. new salary structures and compensation ranges based on our global market competitors, which included four locations nationally and international human resources laws.

• Provided global HR Generalist/Organization Effectiveness support at Ethicon to the senior management teams of Global Research & Development (including franchises in Europe), Regulatory Affairs/Quality Assurance, Information Technology, Finance, and Operations. • Developed, led, and implemented an organizational change management strategy with the CEO & Ethicon Board of Directors to redefine and reinvent this mature business with 350 Senior Leaders & executives resulting in increased productivity.• Integrated two newly acquired businesses, Gynecare & Mitek, into franchises internationally. • Redefined the business process for Corporate Project Management, which reduced cycle time by 50% & developed a competency model for the Global New product Life Cycle for global cross-matrix teams.• Developed an action learning Leadership Development Program for high potential & bench strength talent for all levels of the organization for the scientific/engineering community, increasing the technical/ managerial pipeline by 50%, with Ethicon being known as the “developmental arm” of J&J.• Implemented Process Excellence strategy, utilizing tools such as business process improvement, benchmarking, and balanced scorecard in order to achieve business results.• Facilitated vision setting & strategy development processes for newly created divisions/ organizations, i.e. world-class global Corporate Biomaterials Center.• Led & managed company-wide organization development function for 7 domestic sites & 6,000+ employees to support strategic business objectives for CEO & Ethicon Board of Directors & provided competency (success factor) assessments to meet the J&J Standards of Leadership.• Led & managed company-wide employee attitude Credo Survey process with buy in & support of CEO/ Ethicon Board of Directors to measure organization effectiveness.• Developed & implemented Succession Planning, Performance Management/Development Planning, Career Management, & Mentoring systems.