Steve Kortick Email & Phone Number

Purchase, NY, US

• Developing, leading, and executing the enterprise Talent Management Strategy, in support of company priorities.
• Reimagining core people practices (i.e., performance, development, career management, talent review & succession management, etc.) to assure they help secure the talent and leadership required for enabling business.

Wellesley Hills, Massachusetts, US

• Brought in to build and lead an enterprise-level Talent Management Strategy to help enable the company’s double digit EBITDA growth and position it to be successfully acquired – which we achieved in 2022.
• Transformed Talent Management practices to enable business growth – Assessment, Performance, Succession, Coaching, Development.
• Developed enterprise “Core Leadership Standards” as growth drivers for the company’s strategy. Integrated these standards into all Talent & Reward practices to assure focused assessment, planning, and development of.
• Assessed current & future talent needs to understand gaps and defined enterprise strategy to fill gaps.
• Assured deep and diverse pipelines for CEO and ELT roles
• Implemented a Learning & Leadership Development Strategy to: (1) advance the professional & leadership skills of all colleagues to effectively perform their role, progress within company, and achieve greater impact.

Tel-Aviv, IL

• In addition to leading HR for Teva API and Biologics, assumed additional leadership responsibility for defining and implementing the global organizational capabilities strategy for Global Manufacturing.
• Upgraded capabilities (GM, Quality, Engineering, Supply Chain) to assure efficiencies & improve KPI Performance.
• Made targeted Investments in Early Talent and Women in Leadership that increased pipeline strength (60%) for critical roles, defined Career Pathways for Early Talent, and addressed diversity barriers for enhancing.

Tel-Aviv, IL

• Led HR for a stand-alone E2E business consisting of R&D, 17 Manufacturing Sites, and Commercial including the 5000 colleagues that deliver approximately $800M in revenue, to nearly 1,000 customers in over 100.
• Redesigned Medis Business, which helped achieve an Operating Profit of 16% above plan;
• Enhanced Critical Role Succession - 57% increase in Ready Now; 17% increase in diversity;
• Helped increase Engagement (+3pts) & Enablement (+2pts)Operationalized Teva's Restructuring Plan to help reduce debt by $3B and Headcount by 14K
• Assured optimal FTE & CoL allocation met financial targets; 80 FTEs below Operating Plan;
• Guided employee reductions, 5 site divestitures and closures

Tel-Aviv, IL

• Led Talent Management and Organizational Effectiveness for Teva’s Global Operations (TGO), a global business unit consisting of 4 Global Functions and 87 manufacturing sites, located in 35 countries, serving 100.
• Secured Critical Capabilities though targeted “build/buy” strategies
• Strengthened Pipelines for Critical & Feeder Roles- 19% increase; 70% internal fill rate
• Disproportionate Investment in HiPO Career Devt - increased X-functional & regional movement.Delivered “restructuring” Change Management to maintain performance, with 30-50% less people.
• Improving horizontal effectiveness … aligning business practices, structure, and capabilities.
• High-touch engagement & communication – e.g., through Outreach; Personal Development; etc.

Tel-Aviv, IL

• Led Talent Management and Organization Effectiveness for Teva’s Global Specialty Medicines BU, a global division with $8+ billion in revenue. Key areas of impact include: 1. Enabled Teva's Transformation: * Actavis.
• Delivered GSM’s Talent & Organization Effectiveness Strategy to reflect talent segmentation
• Secured Emerging Capabilities and build/buy strategies to secure them in business.
• Co-led design & launch of Commercial Academy focused on Strategy, Innovation & Execution
• Upgraded Brand Team capability to operate within a matrix to assure Mfg & Market readiness
• Optimized Medical Affairs redesign through "cross-cultural" matrix capability building.

New Brunswick, NJ, US

• Led Global Talent Management for Janssen R&D, with an $8 billion budget and 8,000 employees, deployed over 46 countries. Member of the HR Leadership Team. Key areas of impact include:
• Co-led efforts to identify differentiating platform & portfolio leader capabilities.
• Established a “Talent Hub” Model to help secure world-class leaders for critical roles.
• Enhanced Succession Planning - 12% increase bench strength; 17% increase diverse pipeline.
• Delivered Emerging Leader Strategy across the Pharmaceutical Sector.
• Delivered a D&I Strategy that led to a 10% increase in the advancement of diverse talent.

New York, New York, US

Special assignment to lead Talent & Organizational Capability in a new division in Transformation:* Delivered Talent & Organizational Capability Plan for the division.* Delivered "action learning" Leadership Devt focused on external landcape, strategy & execution* Delivered combined Commercial/R&D Talent Review – focus on developing broad commercial.

New York, New York, US

Partnered with HR and Line Leaders to successfully integrate legacy Wyeth R&D with a reorganized Pfizer R&D…consisting of a Pipeline of 500 projects…with approx. $7B in spend and more than 9,000 colleagues:* Helped build R&D Talent & Organizational Capability team aligned with business needs. * Delivered an Organizational Analysis & Design approach to.

New York, New York, US

Collaborated with VP, Talent Management to engage key stakeholders to help build a new corporate Talent Management & Leadership Development function with enterprise-wide responsibility for strengthening the leadership & organizational capability in a company with $22.8 billion in revenues and 47,426 employees.* Operational within 6 months, with an agenda.

New York, New York, US

HR BUSINESS PARTNER: * Led HR for three Business Units - $6B in combined revenue and 5000 employees. * Collaborated with BU Leadership Teams to build, and execute on, core talent management & organization effectiveness strategies required to deliver on business. SPECIAL ASSIGNMENT (Sales Force Realignment): * Appointed HR Lead on a commercial team.

New York, New York, US

Led Leadership Development for the division’s largest international business unit, with $3.5 billion in revenues and 6,000 employees, deployed over 20 countries. Member of the regional HR Leadership Team. Responsible for the assessment, design, and delivery of core talent management processes. * Conducted Wyeth-wide Talent Practice Audit – reduced.

New York, New York, US

Led Leadership Development for the Intercontinental Region, with $1.7 billion in revenues and 6,700 employees, deployed over 30 countries (Latin America, Asia Pacific). Member of the regional HR Leadership Team. Responsible for the assessment, design, and delivery of core talent management processes: * Led regional teams to transform Wyeth from a holding.

Lawrence Township, NJ, US

Led enterprise-wide leadership development programs, processes, and tools to strengthening leadership and organizational capability in a company with $18 billion in revenues and 44,000 employees. * Consulted with Technical Operations and Corporate functions on talent management strategies.* Implemented a Company-wide Talent Pool Management Process –.

US

Led enterprise-wide Leadership & Organization Effectiveness programs, processes, and tools to strengthening leadership and organizational capability in a company with $6 billion in revenues and 15,000 employees: * Consulted with leaders on strategies for selection / assessment, planning and development; * Diagnosed, designed, and realigned business models.

Ph.D., Industrial / Organizational Psychology

Ms, Industrial / Organizational Psychology

Ba, Psychology