Alison Soine-Norris (She/Hers) Email and Phone Number

Performance Management & Talent Review Cycles:Led cross-functional teams in the introduction of cascaded OKRso Achieving 87% alignment of individual goals to enterprise objectiveso Activates strategic objectives and prioritizes worko In response to engagement survey, offers a view between work done and value added at AspenTech• Led the transformation to a skills-based team structure, improving critical skills alignment by 30% through collaborative efforts.Talent Pipeline & Succession Planning• Led the design and execution of a Talent strategy aligned with AZPN’s People Plano Focus on increasing the internal talent pipeline vitality by 40% o Improving succession planning accuracy by 50%, ensuring the right talent was in place to support long-term business objectives.o Reducing critical role vulnerabilities by 20%, mitigating risk and enhancing business readiness.• Identified critical skill gaps and led the creation of a Skills Inventory, enabling more effective talent mobility and succession planning to support future business growth.Employee Engagement & Sensing Strategy• Led teams in developing and executing an Employee Listening and Sensing StrategyLeadership Success System• Directed teams in developing and rolling out the Leadership Success System; a foundation for all talent cycles, assessment & evaluationo Ensures promotion process is tied to future-facing skills needso Adds objectivity to career pathing, moving from relationship-based assessment to skills-based assessment activating strategy & productivityo Drives career paths through stages of development, allowing for lateral movement in service of employee career aspirationso Offers clarity for employees on success factors and leadership attributes, increasing transparency and engagement

Leading holistic global talent management strategy, including talent development, acquisition, DEI and internal communications• Assembled global network of key stakeholders, incorporating EMEA/APAC imperatives into previously US-centric planning• Designed & oversaw annual Organizational Health Survey & responses, with 91% response rate and eNPS score +14 points• Facilitated CxO strategy planning session, resulting in previously unidentified functional interdependencies, prioritized global initiatives, and defined annual strategic priorities• Partnered with external consultants to increase success of change work stream during digital transformation initiative• Established data-driven processes for succession planning, talent reviews, promotion cycles• Built engagement and resilience across TM and HR teamsThrough high-performing team of managers:o Built global processes for end-to-end recruitment focusing on cost containment and candidate experienceo Established SLAs to support hiring manager needs and KPIs for recruiter accountabilityo Built University partner / sourcing programo Shifted focus from in-person to virtual, JIT trainingo Revamped global onboarding to streamline and extend number of participants without expanding headcounto Upgraded compliance responses to 99%o Adapted executive onboarding for consistent global experienceo Consolidated grass-roots internal DEI efforts to establish formal ERGso Launched Inclusion Council as common voice for DEI at HireRighto Wrote & published the “LeadRight Rule”, the first DEI-focused internal policy that encourages diverse hiring

• Growing talent capability aligned with future growth in changing environment Program manage internal executive development program• Assessing Potential Led global, cross-functional team to re-define potential at all levels, resulting in simple practical definition and toolkit Wrote exhaustive executive assessment for EC successor, driving substantive conversation regarding fit and readiness Co-authored updated competency model for Talent Management in order to align with HR transformation• Inclusion & Diversity Led review of global talent systems, identifying potential bias in design & delivery. Architected and populated Inclusion Toolkit, including selection of applied inclusive behaviors assessment• Alternative Development Paths Drafted program framework for alumni of existing successor development program Co-authored external development proposal, focusing on pro bono work & board seat placement• Coaching Coached leaders towards defined action & progress, based in BSC’s leadership competency model Supported EMEA’s Emerging Leaders program through 11 coaching engagements• Driving initiatives that support BSC’s culture of Winning Spirit• Shifted focus of internal Change Management Community of Practice from training to monthly working sessions & knowledge sharing• Co-created content on “Your Brain @ Work” presentation to enhance local development efforts (EMEA HR Forum, APAC Women’s Leadership Conference)• Actively identify and connect similar initiatives globally to increase consistency of content & approach

Built out organization development and talent management functions, team and processes.Raised company profile to increase candidate awareness and attraction. Formal recognition: certification as a “Great Place to Work©” in 2017. Designed cultural interventions with business partners; internal satisfaction scores improved 3-12% year over year.Built demand for cross-functional talent sharing and rotation. Between 2015-2017, reduced number of critical gaps from 40% to 20%.Led annual Leadership Summits for top 180+ global leaders; building internal leadership network. 2016 outputs included improved decision making and introducing meaningful reward & recognition programs. 2017 outputs included cross-functional cultural integration.LEADERSHIP DEVELOPMENT: Co-created & co-facilitated a best in class experience by establishing the Integrated Leadership Development Program. Profiled in the Oct. 2016 issue of “Global Coaching Perspectives”: Coaching in Action: How WEX Develops Leaders. 96% of participants demonstrated improved leadership characteristics within the first 12 months. Partnered with executive leadership, HR and COEs to champion talent.

• Managed enterprise-wide employee opinion survey (16000 employees, response rate 74.6%)• Coached senior leaders on talent strategy and change leadership• Designed & co-facilitated 2-day leadership strategy meeting, resulting in renewed retention activity• Facilitate change management initiatives, in conjunction with defining labor location strategy, geographic redistribution of talent, role re-design, and organization structure re-design

Anchored enterprise-wide change management model by training 100+ HR partners on methodology & toolkitFacilitated global change management initiatives due to department re-organization, geographic distribution of talent, and shift in job model amongst othersDesign & facilitate leadership team meetings

Defining newly created role, working with strategic training business partners and the instructional design team to respond to training requests by the businessLead development of new PAREXEL Academy (L&D) workflow with global, cross functional teamDesigned and implemented unique scalable tools, used to demonstrate both business need for training and ROI of internal instructional design teamCreate and leverage tools and processes to make accurate forecasts on training volume and schedulesEngaged in a number of OD interventions, including but not limited to: Leading change management initiative for enterprise-wide system integration Building criteria-based methodology for internal employee promotion Charting communication plan to demonstrate transparency to employees Outlining framework for enterprise-wide initiative, targeting increased employee engagement

Collaborate with senior business leadership to provide HR consultative solutions and approaches that drive business results Provide advice and guidance to management team on the people management aspects of the business Participate as a member of the business management team by understanding business strategy and translating business imperatives into HR priorities Partner with HR Centers of Expertise (COEs) and Shared Services to deliver effective HR products and services Produce results against goals and objectives in support of the business strategy

Execute key employee development initiatives, focusing on: employee relations and communication, performance management, training & development, reward / recognitionCreate and actualize practical training for on-site managers; provide coaching and counseling to employees and managers regarding employee and labor relations issues Train EEOC for corporate and field employeesIntroduce, lead and influence employee development / succession initiatives with executive leadership team in order to address issues that will enhance overall performance.Partner with management team to facilitate the prevention and resolution of employee relations issues. Ensure compliance with updated ADAAA, FMLA, worker's compensation, state driven disability benefits, Wage Reporting, HIPAA, and other applicable laws.Administer benefits for 1000+ field employees, support VP in administering benefits for corporate employeesServe on Business Advisory Councils for several community-based organizations to strategically address their candidates' skills and employabilityCommitted advocate for diversity recruiting and hiring practicesReport to Chief People Officer

Recruiting Manager for 2 years at Forrest Solutions before being promoted to HR Manager. Sourced, recruited, qualified, submitted and offered candidates for staffer positions. Ensured that candidates have met all pre-employment requirements. Utilized multiple sourcing channels including Internet, database mining, cold calling, referrals, community-based organizations and networking. Coached and counseled employees.Report to Director of Recruiting