Mike Herron Email & Phone Number

Palo Alto, CA

• RAC Leadership is a boutique consulting firm specializing in high-impact offerings designed to help leaders become even more effective in a world of accelerating change.Leads firm-wide strategic planning and talent.
• Developed business plan, financial modeling, operating model, marketing plan, pricing model, partner strategy, delivery resources, and expanded offerings to help launch the firm.
• Designed and helped deliver successful coaching and diversity programs for more than 70 high-potential executives in two large financial services firms.
• Helped design, staff, and deliver leadership assessment programs for 500 executives in a large entertainment company.
• Delivered dozens of coaching, assessment, competency, and leadership development projects.
• Currently manage RAC’s talent pipeline, including sourcing and screening talent as well as developing skills and building delivery capability in a team of 22 consultants.

Santa Clara, CA

• Led a global team of 49 employees supporting the enterprise through talent acquisition, talent management, employment branding, people analytics, performance management, leadership development, survey research, and.
• Dramatically upgraded Talent Acquisition team and processes. In two years, hiring volume was up 52% while cost per hire was 47% lower than the tech industry average, time to fill 21 days faster than agencies, and.
• Installed new ATS, employee referral program, and global internship program.
• Introduced a digital media strategy including active management of social media and recruiting platforms as well as developing an employee value proposition and new careers page.
• Tripled leadership development offerings and re-introduced competencies, talent planning, executive coaching, and assessment tools.
• Created consultative HR analytics function with standardized reporting to support workforce planning and business reviews.

Palo Alto, CA

• Developed, piloted, and curated the strategies for new talent tools, approaches, and processes for the newly launched Hewlett Packard Enterprise acting as the R&D group for HR practices. Scope of the team’s work.
• Designed and implemented talent and performance management processes, tools, and training leading to alignment with the business needs of the new company.
• Conducted a successful company-wide employee survey for over 200,000 employees with intricate and accurate reporting and analyses while reducing survey process issues by 50%.
• Overhauled and streamlined assessment, coaching, and competency modeling processes resulting in increased quality of the tools while improving user experience.
• Updated recruiting interviews, quality of hire measures, competency models, and 360 tools resulting in tools that matched the new business strategy and culture.
• Drove companywide transition from a centralized talent COE model to HR business partner-delivered services resulting in adoption of a decentralized model in two months.

Palo Alto, CA

• Led a team of six talent and program managers driving global executive succession, talent management, performance management, recruiting, selection, and leadership development.KEY ACCOMPLISHMENTS:
• Reduced recruiting costs by driving executive talent reviews and quarterly talent discussions, leading to a shift in internal executive hires from 33% to 76%.
• Doubled the number of executives with succession plans in one year from 43% to 85%.
• Built and ran monthly pan-PPS talent boards, resulting in 12 executive placements in 14 months.
• Drove talent plans-of-record for all 13 PPS business units, strategically placing 16 executives.
• Built and implemented processes for executive career and development planning, role readiness, selection, repatriation, on-boarding, coaching, and internal sponsorship.

Denver, CO

• Drove leadership and organization development processes supporting regional leaders in the Global Commercial Banking business. Processes included training and development programs, talent and succession planning.
• Partnered with the Commercial Banking unit to restructure and re-launch its Business Banking platform into a high-growth, $1.5 billion segment.

Denver, CO

• Led all aspects of operating territory performance for a diverse market spanning eight US states and five Canadian provinces. Role included P&L management, driving revenue, profitability, market penetration.
• Maintained strong office revenue and profitability for nine years, averaging $3.3 million in billings.
• Exceeded billings goals while operating 20% under budget, even during recession years.
• As the interim general manager in San Francisco (2007-2008), turned around a deteriorating office while leading the search for a permanent successor; increased office revenue 43%, from $2.7 million the previous year to.
• Hired and developed strong talent (13 of my team members were promoted during my tenure).
• Developed a pervasive culture of innovation and quality, developing and piloting several process improvements later adopted by the larger firm.

Dallas, TX And Denver, CO

Delivered a variety of services to clients, including assessment, competency modeling, and coaching for managers and executives. Acted as Assessment Practice Area Champion and was responsible for designing a variety of large-scale leadership development solutions as well as managing the day-to-day delivery of assessments.

Westchester, CA

Responsible for managing all aspects of various employee research, organizational assessment, and organizational change projects. Work included contracting, proposals, research design, focus group facilitation, and coordination of external resources and consultants.

Ph.D., Organizational Psychology

M.S., Organizational Psychology

B.S., Psychology