D. J. LAIRD-KAHIN

Phone: +1-678-***-****)

ORGANIZATIONAL CHANGE MANAGEMENT LEADER

Top-performing, solutions-driven, and empowering leader offering fifteen years of comprehensive domestic and international organizational effectiveness experience with demonstrated expertise in change enablement, learning and development, and human performance management with a focus on large scale, enterprise-wide ERP global technological implementations. Thirteen years of SAP experience across various industries, which resulted in four global SAP implementations. Eight years of leading change enablement teams for clients that have migrated from legacy systems. Proven experience in business and/or proposal development. Capabilities in team work and leadership, including the desire and eagerness to mentor and assist in the professional development of junior staff members.

COMPETENCIES

Workforce Planning Collaborative Decision-Making and Consensus-Building Problem Solving Courageous Communication People Capability Assessment and/or Development Interpretation of Data Professional Development and Contributions to the Organization Goal Orientation Holistic and Systematic Thinking Technological Knowledge

KEY SKILLS

Change Enablement – Deep experience leading the development and delivery of comprehensive, executable change management and engagement plans/activities for Information Technology (IT) driven projects including executive alignment, change impact assessments, readiness assessments, stakeholder analysis and engagement strategies, change agent networks, communication plans, job-role mapping, learning plans, and change adoption activities. Develop coalitions necessary to guide and support the change.

Business Development - Support Organization Effectiveness Business Development, including RFP response development for Organization Effectiveness opportunities, and participate in client orals.

Business Process – Understand the client's business to design effective processes, organizations, and change and learning programs to drive real business benefits.

Training, Performance Management and Support – Utilize the ADDIE model to design and develop programs; develop Training/Learning expertise and leadership to support the people side of change, facilitate learning programs, competency assessments, and evaluation methods across various industries.

Measure Change – Create and manage measurement systems to track Organization, Individual, and Change Management Performances.

Agile Change Management – Develop User Stories and an Agile Task Wall to manage task progress and backlog, and a summary of risks and issues.

WORK EXPERIENCE

International Business Machines (IBM) Jan 2017 - Present

Organizational Change Manager United Airlines (UA) USA

Jan 2018 – Jul 2018

Warehouse Management System deployed globally across 94 maintenance support facilities to create improvement in order fulfillment and distribution, increase operational velocity, inventory accuracy, transparency, and process efficiency to drive improved customer service.

Designed and led innovative business transformational initiatives based on understanding of business processes, methodologies, and leading practices in organizational development, learning and development, evaluation and change management

Led a five-member team on the deployment of change management methodologies including change strategy, organization and role impact assessments, communication plans, engagement plans, deployment schedules, and training program plans and delivery

Designed and managed an Agile Task Wall to minimize e-mails on task completion and reduce face-to-face meetings

Built impact assessments to measure change with the organization, focused on culture, performance, and readiness for change

Built tools and process templates for training development tracking purposes, and developed training review process methodology

Organizational Change Manager Sempra Energy USA

A SAP S/4 HANA technical upgrade that impacted 8600 users.

Feb 2017 – Sep 20177

Designed and managed change management strategies by collaborating with leadership on the development of the business case, building a coalition of leaders, engaging with and monitoring stakeholders, executing communications, and generating improved results

Created a transformation roadmap to realize the transformation vision on the development of Center of Excellence, Talent Development, and Organizational Change Management capability

Collaborated with leadership and functional leads to design and facilitate effective client workshops

Created and executed celebrations of success

Accenture Apr 2005 – Jun 2016

Digital Change Management Lead Sadara Chemical Company Saudi Arabia Apr 2015 – Jun 2016

A digital transformation for a chemical company.

Provided the organization with a fully integrated and diverse suite of consulting deliverables that support transforming a vision into practical, implementable and sustainable outcomes, which included “must-do” initiatives such as enterprise-wide communications and a leaner support organization

Managed a three-member digital change enablement team on managing a portfolio of 11 Information Technology projects by setting priorities and balancing competing deadlines

Collaborated with Human Resources to implement a new set of cultural principles and revise the performance management approach to align with the organizational transformation

Designed and executed an organizational change management capability for the Program Management Office (PMO)

Managed a 36-member change agent network

Designed and implemented two “Tech Day” events for users to ask their technical questions to the experts

Designed and tracked organization, individual, and change management performances

Change Manager SABIC, Petrochemical Manufacturing Co. Saudi Arabia

Jul 2014 – Mar 2015

A global SAP Environment, Health, Safety, and Security implementation for five countries: Europe, America, Asia Pacific, Middle East, and Africa.

Defined and executed the transformational change activities for communications, training, stakeholder engagement, change impacts for the EHSS SAP solution

Developed and delivered role-based training, and Managed a 52-member change agent network

Collaborated with leadership on the design and implementation of plaques for an “Award Ceremony” to celebrate the members of the Change Management Network

Transformational Lead Queensland Gas Company Australia

Mar 2013 – Jun 2014

A producer of LNG from natural gas sourced in coal seam.

Lead strategic planning of organizational design, engagement, change management and process improvement for 14 different projects

Shaped vision and defined transformational change acceptance strategy while defining appropriate change initiatives including skills, structures, tools and support mechanisms

Designed and executed enterprise-wide communications, stakeholder analysis and engagement, training and performance support, and change issues and risks to appropriate governance structures

Managed the budget for all QGC projects utilizing offshore expertise to reduce change enablement costs

Coached leaders on how to support users on adopting change

Identified deviations in performance from change standards and implemented apposite strategies as corrective action

Developed counter strategies to reduce resistance to change and accordingly created training and orientation plans for employees

Change Management Lead Diageo Tanzania

Jun 2012 – Feb 2013

SAP initiative that included three locations.

Executed change strategy and approach across functional areas for 1500 employees located in three sites – Dar-es-Salaam, Moshi, and Mwanza

Managed a team of four on change and business readiness, identification and execution of a 21-member change agent network, stakeholder engagement, training, change impact analysis, strategies to mitigate potential barriers and resistance, and communication activities

Planned, developed, and executed 26 pop-up sessions at three sites to enhance user’s knowledge without leaving their workstations

Collaborated with the Business Acceptance Group (BAG) on approving deliverables

Participated in executive meetings to increase awareness of the SAP initiative for the stakeholders

Deployed training to 200 key SAP users across three sites. Accomplished 100% trained prior to go-live

Managed relations and expectations of key project and business unit stakeholders, and facilitated communications and stakeholder engagement plans

Collaborated with functional leads and Human Resources on role mapping, workforce transition, and job redesign for impacted users

Engaged with steering committee on reporting work stream progress

Change Mgmt. Integration Lead Eskom South Africa

Jan 2011 – Mar 2012

SAP implementation to 15 locations that impacted 30,000 users.

Shaped the change vision and strategies, and managed communications, change impacts, and stakeholder analysis and engagement

Served as point of contact between five consultant firms: Ernst & Young, Eskom Academy of Learning, PricewaterhouseCoopers (PwC), EPI-Use, and Lodestone to manage work plans, key milestones, risks and issues, and dependencies that impacted the SAP solution

Designed and coordinated events: Project Celebrations, Leadership Speaks, and Q&A with Executives

Prepared and facilitated presentations on each phase of the project lifecycle, and collaborated with functional leads to gather and consolidate data for monthly client signoff sessions

Mobilized resources for Integrated Testing Cycle 3 (ITC3) and User Acceptance Testing (UAT), and developed feedback forums with resources to determine user experience

Conducted help desk calls during Go-Live, which I assisted in closing out 623 calls to the help desk. Recognized by executive leadership as a ‘critical member’ for the successful go-live at Eskom

Managed program stakeholders and supported QA review/signoff events

Human Performance Specialist SABMiller South Africa

Feb 2010 – Jan 2011

Global SAP implementation for five countries and 70,000 employees

Assessed and benchmarked professional development for five functional leads

Monitored training development process by conducting follow-up sessions with functional teams to approve documents

Implemented and managed the change control and quality assurance processes and resources, which brought visibility to the training effort. Recognized by SABMiller and Accenture leadership for generating value add

Organizational Change Manager (OCM) Coca-Cola Bottlers Philippines

Apr 2008 – May 2009

SAP implementation that impacted 8,600 employees

Shaped the change vision and defined transformation change acceptance strategy for change initiatives that supported seven work streams PTP, HR, FTD, OTC, RTR, BI, and MDM

Managed a three-member team on change impact analysis, communication, training, stakeholder analysis and engagement, and business readiness assessments

Coached executive leaders and managers/supervisors on the role of change champions

Established mitigation plan to identify potential risks and points of resistance

Mobilized and managed onshore and offshore resources (Manila Delivery Centre) and daily activities for OCM

Managed OCM budget

Training & Performance Support Lead Paramount Pictures and Halliburton USA

Dec 2006 – Apr 2008

Paramount Pictures, a global SAP initiative for 19 countries and 8 business units across theatrical, home entertainment, TV, and the studio. The scope of the project was mobilizing Change Management resources for communications, Organizational Alignment, Role Mapping, Sponsorship, and Training and Performance Support.

Halliburton, a global SAP initiative that included the opening of four manufacturing facilities in Mexico, Brazil, Malaysia, and Singapore.

Managed a ten-member training team on Role-Based Training Curriculum and Plan, Performance Support Plan, Training Design Template, Training and Performance Support Development Standards, and Training Development Workplan

Managed the training deployment for NEO, business processes, and Final Assembly and Test

Facilitated Train-the-Trainer (T3) programs and SAP Basics

Developed job aids for tools used at oil wells

Change Management Subject Matter Expert Mincheng Banking Corp. Beijing, China

Oct 2006 – Dec 2006

Developed and facilitated strategies and workplans, and reviewed with client for approval

Training & Performance Support Lead CUNA Mutual Group, Cingular Wireless USA

July 2005 – Sept 2006

Managed a team of five training developers for the development of 35 courses, and the development of the Training Strategy, Communication Plan, and Training Plan

Developed and facilitated “Road Show” presentations

Conducted business process mapping

Corporate Senior Instructor Coca-Cola Enterprises USA

Jan 2000 – Feb 2005

A domestic SAP implementation for the largest bottler of The Coca-Cola Company.

Facilitated Production Planning, FI/CO, and Material Management

Assigned to HR to manage and facilitate leadership development programs and manage the corporate mentoring program

EDUCATION AND CERTIFICATIONS

MSc (Human Resources Development) University of Tennessee in Knoxville, USA

1992 – 1996

BSc (Industrial Training and Supervision) University of Tennessee in Knoxville, USA

1989 – 1992

Agile Explorer IBM

2018

Digital Change IBM

Enterprise Design Thinking Practitioner IBM

2017

2017

Human Performance Technologist ISPI

2003

References available on request

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