Scott Sutker, Sphr, Shrm-Scp Email & Phone Number

North America

Leadership of a team of VPs and Customer Engagement Executives who are focused on Financial Services, Healthcare, Federal/State/Local Governments, Education, Utilities and other Regulated Industries customers. As a team, we are responsible for delivering lifelong customer success and intimacy, resulting in exceptional business results for our customers and SAP. Our team builds strong customer relationships with senior stakeholders with the intention of understanding their business priorities ensuring we are aligning for ongoing value realization.- 2023 Solution of the year; Exceeded CCB and Renewal Rate Goals- 2022 Highest North America renewal rates for Q1/Q2; 97% leadership trust score; HXM Region of the Year- 2021 Added Calidus Financial Services to my team; Exceeded team financial goals; LOB of the year- 2020 - Highest performing team in North America for renewals and referencable customers; My Market Unit (Regulated Industries) was the market of the year- 2019 - Exceeded renewal goal by 7% and cross sales goal by 30%; HR LOB was SAP's LOB of the year- 2018 - Moved from VP position to RVP position; exceeded financial goals- 2017 - Added Federal, Aerospace / Defense, and Health Care teams to my region; Largest North American Team - 2016 - Team Employee Engagement Score of 95% - 2015 - Achieved renewal attainment of 100%

Responsible for the success, renewal, and references of the top 1% of our customers.- Achieved renewal attainment of 100%

Responsibilities included:• Consulted on talent domain disciplines including: Performance Management, Succession Management, Learning, Compensation, and Recruiting.• Provided talent domain thought leadership.• Managed various talent vendor relationships including the sales, implementation, and governance processes.• Provided PMO leadership and management support for the talent domain in client implementations.• Marketed and sold of Aon Hewitt’s HR BPO talent domain solutions in the marketplace.

2009 - 2011Responsibilities included: manage employee engagement process and 360 feedback contract globally (300,000 employees), organizational effectiveness, culture integration, manage stakeholder relationships, and leading enterprise work streams. 2007 - 2009 - Learning Manager 2 / Service Delivery ManagerResponsibilities included: managed learning, talent, and performance management products that are used on an enterprise level, stabilization of a newly implemented LMS and LCMS, managed third party outsourcers, service delivery, leading enterprise-wide project work streams, project management, change management, business process review, managed onshore and offshore resources, coaching/development, employee relations, and visioning and ideation.

Responsibilities included: providing HR consulting to Fortune 100 companies. Implemented the following systems: Learning Management System, Performance Management System, Succession Planning System, 360 Feedback System and a Tuition Reimbursement Solution for multiple companies. Duties included: Managing external and internal vendor relationships and performance, onshore/offshore project resources and budgetary management.

Led a corporate-wide team that focused on advancing learning for 90,000 employees and transitioned over 50% of all learning to non-classroom environments and saved the company millions of dollars of training expenditures.Built and led teams such as: Instructional Design Team, Instructional Programming Team, Satellite Delivery Team, ROI team. Consolidated learning teams from transitioned companies.Designed and implemented new technology systems to expand the reach of HR to a global audience, such as: made learning available for employees on the internet, designed/developed multimedia and CBT solutions, implemented LMS, LCMS, and Virtual Classroom systemsNegotiated and managed enterprise learning contracts and vendors.

Responsibilities included: marketing/sales, proposal writing, consulting, needs analysis, forecasting, budgeting, advertising and promotion, forming partnerships, strategic planning, negotiating contracts, and pricing. Additional responsibilities included: interviewing, training, managing, and coaching other sales team members. Consulted on learning interventions, improving performance, and contingent staffing.Top salesperson in the country 4 out 5 years and sold $3,000,000 to $4,000,000 per year.

Increased staff size 600%. Managed four first-line managers.Managed two groups of technical writers, one group of graphic artists, and one group of editorial assistants. Responsibilities included: interviewing, hiring/firing, reviewing performance, training, promoting/demoting, budgeting, P&L, forecasting, planning, proposal writing, negotiating, ensuring quality deliverables, coordinating internal and external resources, project management, process design, and managing client expectations and conflict.