KELLY DRAKE

*** ***** ***** **. #***

Charleston, SC 29492

E-Mail acbaqf@r.postjobfree.com

(843) 822 - 4389

EXECUTIVE OVERVIEW

M.S. degree plus eighteen years progressive experience in results-oriented

organizational consulting with demonstrated success in designing, leading

and executing holistic change interventions to support business

transformations. Deep expertise and methodology combined with solid

reputation of collaborating with clients on implementation engagements to

diagnose and advance organizational alignment and accountability, support

and sustain performance, expand communication strategies and evolve

cultural, cohesiveness and stewardship. Client base includes Fortune 1000

companies in consumer/industrial goods and services, manufacturing,

automotive, retail, financial services, telecom, and the energy/utilities

sector.

SKILL SETS AREAS OF

EXPERTISE

Stakeholder Engagement Strategy and Change Management

Solutions

Project Management Communication Campaign &

Implementation

Executive Coaching (C Level) Business Case Construction

Business Development Diagnostic Tools, Methods and Findings

Team Building and Dynamics Accountability Frameworks

Stewardship & Personal Courage Culture Evolution and Architecture

Recruiting, Assessment & On-boarding Organizational Design

Learner Based Instructional Design Conflict Resolution

Training and Facilitation Impact Analysis and Evaluation

Overcoming Resistance Change Enablement & Sustainability

Conceptual Thinking & Assimilation Performance Gap Identification &

Closure

PROFESSIONAL EXPERIENCE

The Cobblestone group 2003 -

Present

Change Enablement Consultant

Management consulting firm specializing in Organizational Change and

Conflict Resolution projects.

Accomplishment Highlights:

. James Hardie Pipes, supported the green field start up of

the only plant of its type in the U.S. coached the first

time Plant Manager, Dept. Mgrs and the HR Manager in new

roles, responsibilities and impact

. James Hardie Building Supply, coached the Plant Manager and

his directs and the HR Manager to improve individual and

team effectiveness. Developed and installed profiles for

four levels including explicit expectations, competencies

and training to support building those capacities.

. Offset Paperback, enhanced performance management process

and pro actively improved internal customer service

. Prudential Investments & Financial, training and development on creating

a culture of organizational accountability

. AT&T cross-functional teamwork to develop the "Ideal Call Model" and

pilot a proficiency scale for use in monitoring and scoring calls for

quality assurance and coaching

Contracting Highlights

. Halliburton Landmark, KL, Malaysia. Supported a change management effort

at Petronas Oil by creating and implementing a communication campaign to

inform and engage employees around the creation of a new executive

strategy

. Lean Enterprise Partners (LEP), Pittsburgh, PA, V.P. Client was

Draxlmaier, assessed culture and change readiness, designed and

implemented communication strategy, change training, team leadership and

accountability framework for Lean manufacturing transformation

. International Profit Associates (IPA), Chicago, IL Business Development

Manager meeting with potential clients to sell and set analysis

. Life Cycle Engineering (LCE), Charleston, SC Designed and delivered a 3-

day leading change program to support Lean Transformation. Clients

included Cargill and Century Aluminum

Institute of Management Resources (IMR), HQ, Las Vegas, NV 1997 -

2003

Director, Executive and Organizational Development

International consulting firm specializing in implementation of operational

improvements. Partnered across organizations working closely with all

levels to communicate vision, shape the strategy, develop the approach,

execute the plan and achieve sustained results to embed the changes

throughout the client organization. Conduct business impact analysis,

identify as is and to-be change impacts and translate impacts into

actionable workforce transition plans focused on the human side of change

across diverse organizations including, but are not limited to, utilities,

manufacturing, financial services, consumer goods and building supply.

Position required 100% travel.

Internal Responsibilities:

. Responsible for recruiting, hiring and integrating new IMR consultants

and collaborating with IMR Europe on best practices in these areas

. Managed the day long assessment center used to evaluate potential

consultant candidates

. Identified IMR staff training needs & supplied developmental activities

. Coached and mentored Project Managers

. Contributed to new business generation (90% go-ahead rate on analysis)

. Leveraged the right people, processes and tools to achieve planned

results on time and on budget

. Collaborate with colleagues on all projects to support operations goals

and objectives, working well under pressure and persevering in the

context of ambiguity

External Responsibilities:

. Led and managed Organizational Development team members and projects

throughout North America.

. Conduct change readiness assessments with stakeholders throughout project

life cycle to break through resistance to change

. Coached client executive team (C - Level) on organizational and human

performance issues bridging from strategic intent to practical

application. Drive a culture where all team members are change agents

. Worked closely with IMR operations project team members to ensure OD work

was integrated with client management operating systems and alignment

with business performance objectives

. Applied research-validated diagnostic tools to analyze organizational

effectiveness. Presented senior decision makers with findings and

proposed intervention strategies

. Coached multi-disciplinary teams, comprised of management and line staff

to develop and implement human capital solutions that maximize the

strengths of the client organization

Accomplishment Highlights:

. Service Corporation International (SCI), created an extensive

communications strategy to support a major business re-focus involving

over 26,000 employees. Value added activities and integrated tools

designed to capture and articulate benefits ensuring messages are

consistent, efficient, effective and delivered to the right people at the

right time. Implemented a holistic process for the on-going propagation

of information on performance indicators, change initiatives and other

events essential to the project mission

Accomplishment Highlights Continued:

. Freudenburg Non wovens, Used diagnostics to assess individual and team

dynamics and developed individual and group development plans to elevate

and align Sr. Management team's performance with evolving business

strategy. Enhanced the PMP process and designed/delivered skill building

to pro actively improve internal customer service/responsiveness and

ultimately external customer satisfaction

. First Energy, In preparation for de-regulation, successfully reduced

confusion about lines of authority & responsibility through a framework

that linked the performance management process to the management

operating system. Created accountability for results by instituting

business operating cycle of workload forecast, weekly and monthly

planning, daily and weekly reporting against the plan, follow-up based on

plan vs. actual and reporting and evaluation at the Sr. management level

SALLIE MAE SERVICING CORPORATION (SLMA), Wilkes-Barre, PA

1991 - 1997

Manager, Training

Responsible for all aspects of employee development for this Fortune 50

Financial Services company. Led the assessment, design, development,

delivery and evaluation of technical training programs in ten different

departments as well as all executive development and management training.

Provided supervision, developmental coaching and support to a professional

training staff of 20. Managed an annual budget of $700,000.

. Developed a newly centralized function into an effective training team

. Researched and implemented a corporate-wide orientation and assimilation

program to reduce turnover and jump start productivity

. Led the re-training of 300 employees as the initial site for a multi-

million dollar imaging project

. Designed and implemented an extensive professional and management

development curriculum

. Created an in house, for credit program through Penn State that has

become a model for other local companies and has graduated over 600

people to date

SOUTHLAND CORPORATION, Bethlehem, Pennsylvania

1988 - 1990

Regional Manager, Training

Responsible for on-going development and implementation of corporate

training programs for internal business consultants and potential

franchisees in 11 divisions in the Eastern Region and Canada. Position

required 50% travel.

Promoted from division position to Market Training Manager

Designed and facilitated programs on customer service, personnel and

management practices, store

operations, loss prevention and franchise relations to ensure alignment

with franchise agreement

Coordinated and conducted alcohol sales training for 800 division

employees in December 1988

PARTIAL CLIENT LIST

At&T, Bertelsmann, Borden Chemical, Century Aluminum, Cargill, Crown

Vantage, Falcon Furniture, Federal Signal, First Energy, Freightliner,

Freudenburg Non-Wovens, Haliburton, Hardie Pipe, James Hardie Building

Products, Hendrickson, Hubbell, Knight-Ridder, Outlook Graphics, Penn

Power, Phillips Lighting, Prudential Investments, Prudential Financial,

Reynolds & Reynolds, Service Corporation International, Tony's Pizza, US

Can.

EDUCATION

Graduate Certification in Conflict Resolution, Negotiation and Mediation

Abilene Christian University, Abilene, TX

Master of Science Organizational and Human Resource Developmental (OHRD)

University of Scranton, Scranton, PA

Bachelor of Science Psychology, University of Massachusetts, Amherst, MA

University of Stirling, Stirling, Scotland, Junior year exchange program

AWARDS and PUBLICATIONS

. Received Training Magazine's Outstanding Performance in Training Award

for "Developing a Training Team"

. Published in the Training and Development Journal: "Assimilating New

Employees - A Proven Model"

. Published in the Northeastern Pennsylvania Business Journal. "What's a

Little Bad Blood Costing your Organization?"

. Speaker at national Productivity and Quality Seminar "Re-inventing the

Training Function"

. Alumni Leadership Wilkes-Barre Class of 1996 and Leadership Charleston

Class of 2005

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