Tom Olney, Pmp Cude Ckm Email & Phone Number

United States

Promoted to lead the Organizational Development team during a department restructuring, I approached the role as an opportunity to standardize the solutions that the function had honed over the last few years into four solution sets: Leadership Education, OD Engagements, OCM, and Assessment-based solutions. Led the team through a transition to supporting a McKinsey-inspired organizational transformation and straight into a merger with our largest competitor a year later. Established a methodology to capture value, documenting $512,000 in cost savings from using internal resources to provide over twenty client-sponsored solutions in the first five months of FY24 alone. Standardized and documented a strategic meeting methodology that now has been used repeatedly by senior level leaders to bring together stakeholders and arrive at solutions in a fraction of the time that traditional, asynchronous methods take. Most recent example, CDE’s IMO L2 kickoff session in St. Petersburg. Also, Linked Analysis’ bid for broader application and executive team & capital funding approval. Converted the Change Management structure to an agile methodology by focusing on the core elements: Stakeholder, Risk, Communications and Training. This has enabled multiple practitioners to collaborate with senior leaders to identify priorities and implement solutions that stick. Created a Transformation Leader Guide, providing a model for senior leaders to help their teams adjust to the new structure and start to create their own team culture. Implemented a coaching program, including training and application sessions, that resulted in an improvement in call center turnover from over 120% to a steady 75%, which is an industry-best retention score.

St Petersburg, Florida, United States

Promoted to lead the Organizational Development team during a department restructuring, I approached the role as an opportunity to standardize the solutions that the function had honed over the last few years into four solution sets: Leadership Education, OD Engagements, OCM, and Assessment-based solutions. Led the team through a transition to supporting a McKinsey-inspired organizational transformation and straight into a merger with our largest competitor a year later. Established a methodology to capture value, documenting $512,000 in cost savings from using internal resources to provide over twenty client-sponsored solutions in the first five months of FY24 alone. Standardized and documented a strategic meeting methodology that now has been used repeatedly by senior level leaders to bring together stakeholders and arrive at solutions in a fraction of the time that traditional, asynchronous methods take. Most recent example, CDE’s IMO L2 kickoff session in St. Petersburg. Also, Linked Analysis’ bid for broader application and executive team & capital funding approval. Converted the Change Management structure to an agile methodology by focusing on the core elements: Stakeholder, Risk, Communications and Training. This has enabled multiple practitioners to collaborate with senior leaders to identify priorities and implement solutions that stick. Created a Transformation Leader Guide, providing a model for senior leaders to help their teams adjust to the new structure and start to create their own team culture. Implemented a coaching program, including training and application sessions, that resulted in an improvement in call center turnover from over 120% to a steady 75%, which is an industry-best retention score.

Tampa/St. Petersburg, Florida Area

Chartered by the executive team, created from scratch a Knowledge Management function, including a standard platform, governance, and a stood up a team to support the move to self-service as an enabler for the new Customer Service Management solution, ServiceNow. Developed a business case to standardize documentation in a single platform, including the Knowledge application embedded in ServiceNow instead of nine other KM platforms, which saved PSCU $100K in licensing and set up costs in the first year alone. Converted the bulk of the existing knowledge bases from SharePoint to the new standard, using three-year model of relying first on contractors and slowing moving to a core staff of employees and trained business owners to maintain their own content. Established governance includes yearly retirements/renewal to and a user-feedback process (KFTs) to ensure content remains relevant and accurate. Created a small but mighty team of KM professionals to meet future needs of the organization as it grows to include a Knowledge Architect to continue to handle system issues and build out new knowledge base structures and supporting taxonomies, an editor to set writing standards, and the role of a knowledge specialist who works with knowledge-content owners to help them plan document conversion projects within the existing structure.

Tampa/St. Petersburg, Florida Area

Led the learning architecture team to streamline their processes and created charters and project plans for all instructional designs, including clear scope management practices to ensure on time delivery of all content. Moved the team through the transition from an ill-conceived “create once, publish many” strategy that was failing into a more supportable model with standard tools and document management processes using already licensed tools like SharePoint libraries and Articulate 360, saving $150,000 annually from licensing platforms and duplicate image libraries. Standardized project creation and management using PMI standard methods, using MS Project as the planning and management tool of choice. Created a change plan to help with adoption, including creating a training plan on the basics of creating a project plan. Organized multiple workshops to help staff learn, and then held them accountable to weekly updates to ensure consistency. Streamlined leadership and eliminated the competition between the two company sites by naming one leader and creating a new role for a Knowledge Management program manager to address system and an increase reliance on KBs by the business. Healed working relationships with our key stakeholder groups, and rebuilt trust through consistent delivery and regular touchpoints.

3044 S 78Th St. Tampa, Fl 33619

Was brought in to lead a critical project after an employee fatality, an OSHA-imposed deadline and $500,000 fine, and a lawsuit forced the company to revamp its safety training for all outside plant employees. Was able to complete the first part of the project, which included review and update of over 150 online courses, the seven-core instructor-led courses, and convert the paper-based procedure manual to an on-line, tablet based infrastructure within six months and under budget using retired employee SMEs. Led the second phase of the project where a new course was created and deployed for training (using a mobile simulation trailer) and recertifying all construction teams on handling cabling, crane and bucket truck deployment, and the new climbing harness system mandated by the OSHA findings.

Temple Terrace, Fl

Led a team of technicians and designers to build out a methodology to enable self-paced, asynchronous courses and an infrastructure to support distance learning as the enterprise shifted from in person learning to remote learning, post 9/11. Led the OneHR two-year project to select the best of the best for learning systems, including Assessment Delivery and Reporting, Distance Learning platform, LMS, ROI tracking and reporting, and learning creation tools, resulting in $1,5M annual savings by reducing licensing costs for duplicate systems. Presented at several conferences (Learning Conference, 2003; Envision HR in 2004) at creating and managing a home-grown LMS. Instituted a process for business owners to create and publish their own, narrowly defined learning objects and saw the utilization of the LMS double in one year’s time as those programs dominated the standard curriculum libraries.

Temple Terrace, Fl

Managed the support team for the LMS (Learner Management System) and distance learning platforms. Supported HR and Payroll organizations with consulting services on designing, developing, and deploying web-based courseware, SharePoint solutions and Electronic Performance Support. Managed multiple vendors on web-based courseware design projects.

Temple Terrace

Led a team of OD consultants to support the CIO and Verizon Data Systems, post-merger, to assist the new leaders establish team norms and continuity. Implemented a 360-driven survey process with all senior leaders and led group planning sessions to address issues and establish cohesion. Led an effort to reduce the dependency on H1-B visa technical staff by working with internal staff and the staffing organizations to clarify skillsets and look for domestic candidates before launching an H1-B candidate. Stood up the learning organization in Bangalore, India to support the offshoring of programming and system architecture roles as part of a “follow the sun” strategy for software development and maintenance.