My firm, CharTer Consulting, helps clients create a culture of engagement, inclusion, and performance. We do this by deploying tailored solutions in:• leadership development, • team effectiveness, and • change management. For our mining clients, we generate huge improvements in safety through a powerful program integrating:• personal commitment, • coaching, and • crew-led behavior change.Currently, our major client is the Capstone Copper mine, Pinto Valley, in eastern Arizona in the US. Here, our work involves: 1. Engaging the organization to define the desired culture 2. Aligning leaders’ behaviors to the desired culture3. Coaching front-line supervisors in creating a climate of psychological safety 4. Facilitating the Senior Leadership Team in becoming a high-performing team5. Implementing our three-part safety program described aboveOther clients, past and present, include sites owned by mining companies Newcrest (acquired by Newmont in 2023), Oceana, Newmont, and St. Barbara’s, and high-trech firms Dyson and ScaledAgile. Our work with these clients has delivered key results: • Reducing injury rates 60% while improving production 20% over 12 months at a gold mine in BC, Canada• Improving team effectiveness for a senior leadership team by improving trust and providing tools to have healthy conflict at a leading software firm• Achieving seven years without a fatality at two global mining companies • Facilitating the creation of a new go-to-market strategy for the North America arm of major international high-tech company• Improving safety at two Canadian mine sites leading to each receiving their provincial award for safety performance

Responsible for the design, deployment and measurement of all leadership and technical development, execution and continuous improvement of our talent/performance management processes, launch of the first DEI effort, and implementation and oversight of a new LMS. Newcrest is a $3.3 billion, 10,000+ person company with operations in Australia, PNG, and Indonesia and explorations in the Americas.

Designed and implemented an integrated program of development, coaching, & behavior change for all executives and 10,000 employees and contractors.• Improved supervisors’ demonstration of effective delegation, communication, and active demonstration of caring by 60% creating a culture where employees would speak-up • Reduced injury rates by 65% and achieved > 60 months, to-date, without a fatality due to the new culture of speaking-up The success of this engagement resulted in my hiring as Head of Leadership & Capability for Newcrest in January 2017.

Led a team of 8 across 17 operating sites and five continents in designing and deploying new leadership development and culture change programs with safety being the top metric to improve. Achievements:• Reduced injury rates 40% by changing employees’ behaviors.• Improved supervisor performance by > 30% through a tailored coaching program.

Achievements:• Launched a comprehensive management development program attracting 5,000 enrollees.• Improved employee engagement by 10%.• Increased participation in the New & Aspiring Manager Programs by 20%.Responsibilities:• Led the needs assessment, design, delivery, results measurement and marketing for a company-wide development program for 1,200 officers, directors and managers.• Served as a performance coach to 12 high-potential officers.• Led the analysis of the annual employee engagement survey administered to 13,000 employees. • Managed $2.25 million budget for in-house personnel and contracted services.

Responsibilities:• Serving as Operations Manager for the OD team that delivered business-focused OD solutions to a global, 33,000 employee, $13 billion IT corporation beginning in 2006.• Designed and deployed the change management activities for the implementation of a new, company-wide ERP system.• Provided OD and change management support for the design and launch of a new, company-wide diversity effort.• Developed the tools and processes used in OD engagements for change management, strategy development, team effectiveness and culture assessments used for M&A activity.

Consulted to Fortune 500 companies in areas including:- Strategy Development and Execution; - Product Portfolio Management;- Business Acumen; and- Assessing Capital Investments.Process involved conducting a needs assessment, identifying performance gaps and creating customized learning experiences in order to train executives, managers and shop-floor personnel in the desired skills and mindsets.