Ingenium is a boutique consulting firm for Talent and Human Resources with a hands-on, global approach. Ingenium finds out exactly what makes businesses and their people tick through an in-depth discovery process. The consulting firm delivers concrete solutions, a more engaged, high-performing workforce, and lasting organizational change every single time. While all services utilize a blend of current, thought-leading academic and practitioner Organizational Development methodologies, every engagement is uniquely tailored to the client’s individual business situation to achieve optimal results. Following are 4 areas of expertise:1. Organization / Team Culture Diagnostics and Change: Comprehensive audit of mission, strategy, performance and culture of a team, department or entire organization. Identify strengths and areas of alignment/misalignment. Provide practical recommendations to achieve aspirational culture in order to more effectively execute business strategy.2. HR Performance Assessment and Transformation: Determine current state of HR capabilities and compares them with the strategic business needs. Analyse HR strengths and opportunities to provide recommendations on priorities, structure as well 3-year HR roadmap, including change strategy for moving to the next level of business impact. 3. New Human Capital Program Design and Implementation: Determine business-aligned talent strategies. Design best-in-class human capital programs and processes such as: Talent Acquisition, Performance Management, Succession Planning, Employee Engagement & Retention.4. Leadership / Team Effectiveness: Utilize assessment tools (DiSC, Lumina psychometric testing, 360-Degree assessment, Effectiveness Surveys and focus groups) to provide a clear and easy-to-use framework to understand current leadership and/or team effectiveness. Design and deliver leadership and team development programs to address areas of opportunities.

Accountable for the overall strategy, design and management of global talent acquisition programs, planning, policies and systems to ensure that Flowserve has the talent to drive the business. Priorities include:* Lead and develop the Global Talent Acquisition Strategy, including the development of a defined and recognized employment brand for Flowserve to increase the awareness of Flowserve in order to attract top talent.* Work closely with Human Resources operations to develop workforce plans that support business strategy and align talent acquisition programs with business needs. Also support the business to drive greater effectiveness for talent acquisition activities in emerging markets.* Develop and deploy a global workforce planning strategy, process and tools to address the current and future talent needs of the organization.* Determine and implement best practice approaches to sourcing candidates through direct search, recruiting resources, referrals, social media, job boards and university recruitment to deliver outstanding candidates in a cost effective manner.* Develop a global university recruitment and relations strategy and process to attract early talent into the organization.* Manage the design and vendor management for the Talent Acquisition System. Develop and manage relationships with external recruiting firms and vendors to support talent acquisition needs. * Establish framework for selection and manage negotiations for preferred providers* Provide assessment and selection training to HR and hiring managers to improve the quality of hire. Also, develop competency interview guide and tools to support strong candidate assessment and positive candidate experience.* Provide best practice recruiting tools and processes to ensure a positive candidate experience. Also, measure and analyze key metrics related to talent acquisition effectiveness and quality.

Talent Management Executive on the corporate HR Leadership Team, responsible for creating and driving the corporate talent management strategy, and ensuring alignment with business goals. Hired post-merger to lead the integration and optimization of HR Talent Systems and Processes.Key Results: Succession Planning: Created an enterprise-wide organizational capability review process that identifies critical roles, pivotal talent and potential successors that is reported up to the CEO. Achieved an increase in pivotal talent retention by 25% in 2 years.Performance Management: Transformed and integrated a fragmented performance management process into a robust system that is tightly linked to goal alignment and cascading. Led the selection, customization and rollout of an automated system to complement the system. Introduced core and level-based competencies by leveraging change management best practices over a 1.5-year timeframe.Talent Acquisition: Automated and streamlined the hiring process by leading the implementation of an applicant tracking system across all locations.Augmented Workforce Strategy: Optimized temporary labor utilization by consolidating and centralizing vendors, resulting in a reduction in number of vendors and overall mark up.Engagement Initiative: Designed and launched the first comprehensive Employee Engagement Survey as well as implementation plan across all locations, Leverage post-merger organizational scale and competitive bid process to reduce survey administration costs by 60%. Employee Development: Led the implementation of a successful mentoring solution as well as leadership development framework.

Client Management for the entire TXU Mining business unit, which includes 1,250 employees (across all levels and functions) at 7 locations. Key Results:Business Consultant: Consultation in areas of: Compensation, Talent acquisition, Learning & Development, HRIS, Employee Relations, and other strategic human resource practices. Recommended and implemented corrective actions for complex payroll issues that impacted bargaining unit employees. Talent Management: Facilitated a robust mid-year and year-end talent management process. The process included performance management training for all people managers, calibration discussions at site, complex and business unit levels and assessment of overall effectiveness of program. Designed a Succession Planning process template including timeline, implementation guide, tools and worksheets. Organizational Effectiveness: Actively involved in implementation of lean methodologies, values and culture to streamline operational processes and improve financial results. Integral part of the continuous improvement initiative designed to dramatically enhance front line leadership capabilities. Workforce Planning: Instrumental in hiring key leadership positions within TXU Mining. Developed and implemented new monthly and cumulative turnover reporting format for all TXU businesses. Serve on project team tasked with designing a replacement planning process for retirees.

Led the Human Resource function for the Front-end groups (highly compensated professionals in marketing, finance, client development and analytics), encompassing 500 employees at 3 locations in Irving, TX. Key Results:Strategic Partner to Business Leaders: Focused on the alignment and achievement of business objectives, corporate culture, and HR policies in a complex matrixed environment. Created and launched a cross-functional front-end leadership forum resulting in greater site cohesion. Employee Engagement: Actively involved in the rollout of a cross-site, structured Mentoring Program to provide Officers a relationship-based developmental opportunity. Developed a targeted retention program to decrease attrition rates amongst the early service population based on a detailed attrition study. Culture Change Management: Climate identification and interpretation utilizing focus groups and employee surveys; influenced the successful implementation of new culture initiatives focusing on career development and recognition resulting in an improvement in employee survey scores. Organizational Restructuring: Coordinated several business consolidation efforts both in Irving and Houston, TX requiring relocations, site closure, off shoring, functional mergers, and job discontinuances.

HR Manager (Drilling Solutions, Garland, TX)Key Results:Performance and Productivity Improvement:Developed a pay for performance program to establish a link between compensation and individual accomplished.Training and Development: Created and championed a Training Taskforce to identify and prioritize organizational training needs. Developed a modular training program to enhance the leadership skills of key supervisors. Safety Management: Proactively systematized internal safety audit system to reduce worker’s compensation claims. Institutionalized an incident reporting system to investigate all accidents and near misses to prevent reoccurrence. Created a recognition program to reward 1,000,000 hours of incident-free operations.HR Manager (Energy Systems, Portsmouth, NH)Key Results:Recruitment and Selection: Developed and implemented a robust recruiting process that enabled the business unit to triple in size in approximately one year. Facilitated and coordinated off-shore Engineering resourcesHR Systems Development: Project leader for the launch of an Oracle based human resource management system as well as employee and manager self-service applications. Led a team to launch a web-enabled safety learning system. Business unit champion for online recruiting tool to better manage the hiring process. Rolled out a web based performance management, succession planning and compensation too. Implemented an online Human Resources Toolkit for Managers and HR ProfessionalsCompensation Management: Completed Salary Grading and implemented a Corporate Salary Management system. Development of a Sales Incentive Plan in conjunction with the North American Management team.