Responsible for the on-going strategy development, implementation, and support of leadership interventions within the Rockwell Collins University - School of Leadership.- Selected as s member of the Rockwell Collins steering team that was charged with the development and implementation of a redesigned Rockwell Collins Leadership Model which included the addition of a Sixth Attribute, competencies and behaviors specifically aligned to five organizational levels.- Collaborated with the leaders of Rockwell Collins University and other business units to design and execute the 2010 HR Forum. The HR Forum brings all of the domestic and international HR leaders together for three days of strategic meetings and learning sessions.- Managed and implemented all aspects of the first ever Rockwell Collins Leadership Development and Cultural Exchange Program. This eight day program was delivered to fifteen Rockwell Collins Chinese customers representing five different airlines and nine Rockwell Collins high potential executives.

Facilitated support strategies for 163 Wal-Mart officers and managed the competency model development, measurement and evaluation efforts for Wal-Mart University courses and initiatives in assistance of 3,600 U.S. stores and 1,800,000 associates. Conceived and implemented strategies for executive on-boarding, coaching, 360 degree surveys, and individual/team development resource support for Division 01 corporate executives. Partnered with corporate entities, including human resources, Leadership University, Logistics, and International, to develop and institutionalize the first-ever universal competency model covering eight organizational levels - executive and senior executive, director, manager and senior manager, individual contributor and senior individual contributor, and professional individual contributor.- Collaborated with the Vice Chairman of Wal-Mart Stores Inc., and the COO of Wal-Mart Stores U.S. in developing and evaluating their respective business leadership series days, and facilitated the development of ten domestic and international executives as their action learning coach.- Managed the vendor relationship for competency model development and skill inventory integration into the Associate Investment Model toolkit which served as an on-line learning center and support resource for Associates.- Customized and integrated strategies to measure impact of Wal-Mart University learning solutions using Kirkpatrick's levels one through four and Phillip's level five ROI methodologies.

Executed cross-training initiative designed to provide the Customer Service & Support organization with TIER I and TIER II customer service capabilities. Pioneered new go-to-market performance improvement strategy for training organization, involving needs analysis, customized solution development, delivery, and evaluation. Spearheaded and led corporate training and development efforts for new organization. Facilitated processes of customer service and support, serving North America and European, Middle Eastern, and Asian customers, internal and external.- Led strategic performance improvement effort for top 50 customers, resulting in increase in service gross profit of 61%, in off-road gross profit of $1,000,000 and in new tire gross profit of $1,000,000 in 2005. - Implemented two-year sales capability enhancement initiative which raised competency levels and sales force productivity. Fleet acquisition, penetration, retention, and improved revenue streams resulted in renegotiation of contracts; e.g. a three-year contract renewal representing annual revenue of $3,500,000. - Designed and orchestrated the retreading apprenticeship program, showcased at annual company business conference, and completed on-time and under budget, generating over $75,000 profit in a four month timeframe.

Directed team of 18 service professionals and supported strategic goals through design, development, and delivery of performance improvement initiatives for North American internal and external customers. Counseled senior executives including chief executive officer, chief financial officer, chief information officer, and vice presidents of manufacturing, franchise sales, fleet sales, and people services, on cultivating and implementing leadership program and succession plan, including identification of success factors, coaching and mentoring, 360-degree feedback, and individual development plans.- Facilitated design and application of electronic competency-based performance management system and led vendor selection and competency and development planning sub-teams. - Conceived and orchestrated Muscatine Learning Consortium partnership among six companies, Muscatine Community College, and Eastern Iowa Community College district, to share in costs of learning interventions. - Collaborated with State officials to obtain grant money for training Iowa residents employed by Bandag or Bandag dealers and received over $150,000 during two-year period.

Developed strategies in areas of competency attainment and implemented world-class performance improvement platforms for business unit worth $10,000,000,000 and with over 5,000 associates in areas of leadership, technical, and sales positions for geographically dispersed team of human resources professionals. Deployed competency-based performance and learning architecture, supporting corporate mission and aligned with business unit objectives. - Managed AT&Ts National Teletraining learning network, providing low-cost/distance learning and meeting support for business units and knowledge communities. - Achieved record numbers during 1997 for 550 training sessions delivered and over 23,000 total participants.- Implemented best practice strategies (levels I-IV) for evaluation and measurement of learning interventions.

Cincinnati, Ohio, 1992-1994. Consulted with management and education business units in strategy, course development, curriculum design and vendor relations support, and for internal performance improvement department. Facilitated position of professional development resource for educational designers, training project managers, and curriculum and delivery managers. Authored and implemented instructor competency model, instructor certification process, and instructor observation process.

Cincinnati, Ohio, 1983-1992. Directed performance improvement activities, course deliveries, and personnel associated with corporate training center. Led team of three corporate trainers and one administrative support employee. Facilitated sales management, subordinate coaching, and presentation skills to personnel and maintained evaluation of 4.9/5 scale. Coordinated performance improvement interventions in support of University of Sales Excellence.

Led sales executive and primary client interface and oversaw over 473 accounts, representing over $9,000,000 in revenue. Spearheaded sales efforts in newly defined market segment, as one of ten employees chosen in country. Earned recognition as top revenue producer for 1983, and previously in 1982, achieving 193% of annual objective. Developed quick-quote pricing guide, shortening sales cycle, and coordinated adoption/implementation company.