Independent consultancy focused on helping companies translate strategy to results by building high performance organizations. Practice Areas:- Focus the organization on achieving your strategy:  Clarify strategy, ensure effective employee education and communication. Design management systems, rewards, and other organizational components to focus people on delivering the strategic plan.- Improve the performance of your organization:  Architect a comprehensive organization design that enables delivery of business plans. Create effective alignment between core processes, org structure, talent, rewards, and management systems.- Enhance HR team capabilities: Including interim CHRO, advisor to new CHRO/CPO

CentralSquare Technologies is a unique enterprise software company whose mission is to build safer and smarter communities. They serve over 7,500 organizations in North America, from large cities to counties and towns of every size. They provide software for managing public safety (#1 market share) and public administration (#2 market share).

Business: Verifone is a global leader in the devices that consumers use to pay with credit or debit in stores - and related software and services. Revenue of $2 billion in 2016, operations in 40 countries, workforce of over 6,500. Mission: Reporting to CEO, focused on: (1) Strategy transformation: shift from 80% hardware sales with declining margins to a provider of services and solutions. Build from scratch the unified culture and talent management practices to achieve the strategy; (2) Turnaround: re-vamp operating processes, integrate old acquisitions, significantly reduce operating cost structure. Results Highlights: • Financial: Moved from $38 million loss in 2014 to $79 million profit in 2015 and near break-even 2016, while maintaining $200 million/yr. in R&D that fueled launch of complete new product line in 2017. • Culture: Comprehensive culture re-set. Defined values and leadership model - built into talent management processes; re-vamped performance management top to bottom; instituted employee engagement measurement and improvement process; introduced first diversity & inclusion program. • Compensation: Led design and implementation of executive compensation changes that successfully retained key talent through extended turnaround period; moved “Say on Pay” support from 45% to 92%; aligned leadership incentive plan metrics with strategy; created new global sales incentive plan framework to focus on services growth. • Consolidation: Helped architect multiple re-structuring programs and managed delivery of reductions in force, freeing ≈$50 million/yr. to continue R&D investments and offset increasing pricing pressure. • Total HR Transformation: Implemented new global recruiting service for employee and contractor hiring that delivered large improvements in speed, cost, and risk management. Outsourced all HR operations to improve employee experience, geographic/language coverage, compliance and cost.

Business: PayPal grew from $3.4 billion revenue/ $92 billion payments processed in 2010 to $7.9 billion revenue/$228 billion payments in 2014, with 117 million accounts in 190 markets and 25 currencies. Mission: Head of HR for $1 billion, 4,000 employee technology organization, focused on: (1) Growth: support revenue doubling in 3 years; (2) Agile product development transformation (3) Culture & Talent: build reputation to attract top talent. Results Highlights: • Financial: PayPal revenue more than doubled during this period, enabled by acceleration of product development/delivery through transformation to agile scrum software development methodology. • Organization: Partnered with CTO to re-design organization and completely re-vamp leadership team to drive transformation, including organization changes related to agile-scrum implementation. Helped architect change plan to establish eBay Inc. technology shared services organization. • Culture: Co-led initiative to design and implement dual-track technology career ladder across eBay Inc., driving major improvements in satisfaction with career opportunities and matching market best practice. Technology group served as test-bed for custom gender equality research with Stanford Clayman Institute. • Talent: Built the workforce required to win through multi-pronged approach: disciplined approach to global workforce planning and management; “Game Changer” recruiting campaign attracted thought leaders to build priority technology capabilities; re-started college recruiting; acquiring small tech start-ups.

Business (as of 2010): After Merrill Lynch acquisition, Bank of America in APAC was engaged in corporate banking; investment banking; sales & trading of fixed income and equity products; treasury services and trade finance; high net worth wealth management. Revenue target US$3.5 billion, workforce of 8,000 in 12 countries. Mission: 2007: Investment and growth, reversing 9 years of caution and stagnation. Late 2008-Mid 2009: Navigate financial crisis, Merrill Lynch acquisition. 2009-2010: Growth - re-invest to capture opportunity in rapidly recovering Asian economies. Results Highlights: • Financial: In 2008, APAC business had best year in 10 years – 19% of BAC NI on 2.4% of revenue • Talent: Facilitated leadership hires to enable growth plans (regional President, country heads, BU heads) • HR Transformation: Built high quality HR team, including new talent acquisition capability. Successfully integrated HR teams post Merrill Lynch acquisition.

Business: Supporting all of Bank of America – a global universal bank with revenue of US$74 billion in 2006. Mission: Continuous improvement of all staffing processes and tools to enable business unit workforce plans. Provide leadership for entire staffing group on cross-company initiatives in absence of a head of staffing for the company. Group was accountable for: technology platform for 800+ recruiting staff (who filled 75,000 requisitions/year); global staffing processes and policies; staffing compliance and risk management; training and performance analytics for U.S. staffing workforce; development and delivery of competency models and selection assessment tools; Day 1 orientation program. Results Highlights: • Performance: Most teams met or exceeded CEB benchmarks for internal satisfaction, cycle time, cost. • Best practice tools: Robust competency models and selection assessment tools for majority of high volume roles drove efficient hiring of quality talent to meet business requirements. Business: supporting all of Bank of America – a universal bank with revenues of US$74b in 2006.

Business: Technology & Operations group, a 50,000 employee group that included technology applications, platforms, and transaction processing for all business units. Additional responsibilities at various times for retail customer service call centers, corporate finance group, corporate quality & productivity group. Mission: Multiple missions over 5 years: building reliable talent supply chain for customer service; build-out of new groups for new investments; ramp-up/down of merger integration teams. Job placements ≈13,000/year. Results Highlights: • Customer service call center staffing: Team co-developed talent supply chain approach, working backward from call forecasts and training time. Frequently achieved 100% fulfillment. • Six Sigma build-out: Supported ground-up build-out of quality & productivity group reporting to CEO. Group leveraged six sigma to create significant improvements in customer satisfaction & efficiencies. • HR Talent: Upgraded talent on team – several went on to executive roles in HR. RPO in sourcing.

Business: segments of technology & operations including customer information management (managed one of largest customer data warehouses in world at the time), change initiative planning, and technology architecture

Business/Mission: Provide change acceleration and organization performance improvement solutions to multiple business units and functions, including consumer bank, commercial bank, credit card business, marketing. Results Highlights: • Culture change: Led or contributed to change initiatives to align culture with strategy to deepen customer relationships and improve service quality to drive revenue growth. Deliverables included company-wide strategy education and engagement campaign, action learning program for commercial bank leaders to drive customer relationship expansion, change plan for incentive plan changes in Consumer Bank. • M&A integration: Facilitated talent assessment and leadership selection processes during Barnett and BankAmerica mergers, allowing new leadership teams to quickly focus on operational merger goals. • Team effectiveness: Designed and facilitated multiple business planning and executive team alignment sessions, accelerating new team performance through focus on clear strategy and goals. Business: Worked with multiple business units and corporate functions, including consumer bank, commercial bank, credit card, marketing.