ANDREW CARUSONE

*** ********** *****, ***********, ***** Carolina 28115 704-***-****

acx86s@r.postjobfree.com https://www.linkedin.com/in/carusone http://aacarusone.com/aacresume/ 1 P A G E

When I began my career with Lowe’s Companies, more than 20+ years ago, the company intranet was yet to be even envisioned and created.

I’ve had the advantage of spending much of my career within the Lowe’s “business side” of the organization, directly responsible for Employee Communications, which included all parts of Internal Communications, i.e, the development of RACI matrixes, identifying communications requirements and delivery methodologies to be used for both tactical and strategic efforts.

On top of being confident I have the skills you’re looking for in this role, I am confident I also have years of real client/server, database-driven, dynamic application development skills to go along with my business-side leadership background. In short, I have a strong combination of both business and IT Intranet background. My responsibility, skills and need to regularly interact with stakeholders at every level of the organization rapidly grew as the size, scope and success of the intranet grew from a humble website in the late 1990’s to the WebSphere/IBM Connections, social intranet (serving 280,000 employees daily with a 99.2% up-time) as the primary employee communications vehicle in the company.

As the Director of Store Communications, many of my responsibilities included annual budgeting, system analytics, KPIs, “measures of success” and ensuring content remained relevant, valuable and “findable” to employees. In an effort to help, I’m also including a few samples of my Internal Communications/Organizational Development work in the hyperlinks below. There’s no particular order intended, and while some content lacks the context needed to make full sense of the material, my hope is to help demonstrate a sample of my capabilities.

• Work Samples (Ctrl + Click)

• Random work samples

• 2011 IWE Annual Social Business Report

• A Framework for 2.0 Adoption in the Enterprise (A 2.0 Adoption Council research paper)

• Purpose and Values overview (executive draft Organizational Development work)

• Message Planning Sample (draft portion)

• Select slides - Presentation at the 2012 E20 Conference in Boston

• LEF Success and Opportunities – “Executive Report Card”

The “Report Card” helped demonstrate to the IWE Executive sponsorship team the level of alignment to the initiative intent and whether team was achieving realization vs. simply installation of designed solutions.

• Internal Communication Vehicles (channels)

• Traditional messaging channels communicated to organization, with SLAs.

• DRAFT – Element of Unleash Your Sales Potential initiative I would love any opportunity to discuss this role, and its particular challenges, in greater detail...and hope I have a chance to hear from you soon.

Thank you in advance for any consideration you can provide. Sincerely,

Andrew Carusone

Enclosure

ANDREW CARUSONE

123 Alexandria Drive, Mooresville, North Carolina 28115 704-***-****

acx86s@r.postjobfree.com https://www.linkedin.com/in/carusone http://aacarusone.com/aacresume/ 2 P A G E

JOB POSITION

QUALIFICATIONS PROFILE

Results-oriented and performance-focused employee communication professional, offering more than 20 years of experience in transformational change management, organizational development, employee engagement, and strategy development.

Innovative and goal-oriented employee communication leader; armed with expertise in developing intranet and web solutions, while spearheading corporate messaging and business planning efforts for higher performance and workforce engagement.

Highly effective executive; equipped with well-defined financial acumen and well-honed interpersonal, analytical, multitasking, and decision-making skills.

CORE COMPETENCIES

Employee and Internal Communications Large-Scale Project Management Strategic Planning and Implementation Applications and Systems Development Vendor Relations Business Development Staff Supervision and Training Rapid Conflict Resolution Organizational Leadership and Team Building PROFESSIONAL EXPERIENCE

LOWE’S COMPANIES, INC. 1993–2015

Director of Corporate Communications (Collaboration Services) Mooresville, NC2009 2009–2015

Functioned as the people lead and chief change agent of the “Integrated Workforce Experience,” an enterprise initiative designed to change employees’ way of working while removing barriers between employees and what they need to complete their work through the use of social business technologies and practice. Notable Achievements:

Successfully developed and oversaw the following strategies and initiatives:

Enterprise adoption strategy introducing collaborative technologies and social business practices;

A comprehensive risk assessment and executive recommendations regarding the launch of collaborative technologies, in close coordination with industry thought leaders and other Fortune 500 companies;

Role of enterprise community governance, including Lowe’s Companies, Inc.’s Social Media policy;

New social intranet solutions to drive higher performance; and

The company’s social business vision and strategy, along with the operational plan, focusing on utilizing collaborative technologies.

Utilized the Conner Partners transformational change methodologies in spearheading formal adoption efforts encompassing the introduction of the IBM Connections platform; consequently reducing 27,000 support-related emails and 850 group email accounts in the first year of operations.

Partnered with the Carnegie-Mellon University in creating the Partiometric scoring technique (Partiometrics), the science of using weighted values to measure user contributions’ impact within a unified social platform/ESN.; subsequently saving more than 20,000 labor hours every year.

Received two Unsung Heroes Awards for outstanding work performance; and earned selection from the chief executive officer (CEO) for innovative thinking skills while achieving significant and enterprise-level, cost reductions.

Director of Sales and Operations Communications Mooresville, NC1999 1999–2009

Supervised a team of six results-driven employees, while establishing and implementing strategies, plans, and key performance indicators (KPIs) encompassing all formal store messaging and retail sales initiatives.

Acted as primary operational decision point in initiating formal store information and actionable efforts, while monitoring the quality control of email, web, print, and TV content for more than 250,000 store employees. ANDREW CARUSONE

123 Alexandria Drive, Mooresville, North Carolina 28115 704-***-****

acx86s@r.postjobfree.com https://www.linkedin.com/in/carusone http://aacarusone.com/aacresume/ 3 P A G E

Set company strategy and administered company’s intranet use (LowesNet and StoreNet), which included the formulation of a highly customized software solution, namely CAM (content access management) which revolutionized content delivery.

Worked collaboratively with various corporate teams, including the Merchandising and Marketing, in consistently ensuring timely messaging to optimize productivity and reduce information overload.

Developed and efficiently executed annual holiday promotional communication strategies and tactical messaging needs throughout the enterprise, in partnership with enterprise departments and Advertising teams. Notable Achievements:

Provided expert leadership to the following processes and efforts throughout the company:

Streamlining of the request for proposal (RFP) process;

Planning, development, and adoption of the Lowe’s execution management system (EMS); and

Production of OPS-Talk, a biweekly executive-level business television broadcast, which included serving as primary advisor to the CEO and other executives.

Strategically led the architecture and creation of the company’s Target E-mail Delivery System utilized to address and deliver store email messaging for enterprise employees between 1999 and 2012.

Established a reputation for continuously handling increasing responsibilities by earning fast-track promotions from Senior Technical Trainer to Manager of Store Communications, and finally to Director of Sales and Operational Communications.

EARLIER POSITIONS HELD:

Director/Manager of Employee Communications (Stores) – Internal Communications Mooresville, NC199920032003 Technical Trainer I; Technical Trainer II; and Senior Technical Trainer Wilkesboro, NC1994 1994–1999 EDUCATION

Bachelor of Science in Business Administration University of Arizona, Tucson, AZ PROFESSIONAL DEVELOPMENT

Change Agent – Level 1 Conner Partners

Breakthrough to Success Dale Carnegie

ACTIVITIES

Volunteer (1st Lieutenant) – Pump Operations/County Training Team: 1987–1993 Bay Ridge Fire Department

Arthritis Foundation KidsGetArthritisToo.org

TECHNICAL ACUMEN

Collaborative Technologies IBM Connections Office 365 Jive Languages and Tools HTML ASP PHP JavaScript jQuery HTML5 CSS 3.0 Visual Basic Other Applications

SQL Server Microsoft Office Suite Microsoft Access/Database Development Front-end User Interface (UI) Frameworks and Tools Internet Applications PUBLICATIONS

Carusone, A. and Carr, D. (2012). What's your un-adoption strategy for Enterprise 2.0? Retrieved from http://www.informationweek.com/enterprise/whats-your-unadoption-strategy-for-enterprise-20/d/d- id/1105749?cid=rssfeed_iwk_government_blog

Carusone, A. and Murray, S. (2012). Communications: Internal networks let employees make better use of their skills. Retrieved from http://www.ft.com/cms/s/0/2d5a4f32-1e1d-11e2-8e1d-00144feabdc0.html#axzz40uSMgQV5 Purpose, Values and Culture

DRAFT – Guardrails for Bringing Lowe’s Purpose and Values to Life

To Help People Love

Where They Live

is our North Star

and It Guides

Everything We Do

2

Purpose + Values

To Help People Love

Where They Live

Allow this new company

purpose to become our

North Star and guide

everything we do.

3

Purpose + Values

The Culture That Will Support Our Desired Future State

(Customer-Centric, Purpose-Driven)

4

• Customer-Centric

– A true focus on the customer first

• Purpose-Driven

– Behaviors and rewards align with purpose, values and desired culture

– Willingness to make hard decisions that align with values

• Collaborative

– Better collaboration amongst teams, and cross-functionally

– Enterprise-view

– Valuing relationships

• Open and Trusting

– Valuing diversity of opinion, debate, candor and building trust

• Flexible

– Increased flexibility (to better meet customer needs)

• Accountable

– Clear, appropriately distributed decision-making

– Clear accountabilities

5

Our Definitions of Values Support Our Values

Our Definitions of Values provide direction

for how to fulfill those values within our

desired culture

Our Values are aspirational statements of

what’s important to us

• They describe the desired mindsets

and actions that will support the

culture we want to have and guide

our day-to-day behaviors and

decisions

• They describe how we act to

support our purpose “To Help

People Love Where They

Live”

Be a Part of Something Bigger

Supporting Definitions of Values

• We succeed together, as a team, appreciating one another’s ideas and talents and supporting each other’s success

• We are accountable to each other. If we see or hear something that is not aligned to our purpose and values, we say so; and then we focus on the solution, rather than on blame

• We share our knowledge and ideas to help everyone grow and succeed beyond where we can be individually

• We actively volunteer, donate, and invest in our local communities to help people love where they live

• Our leaders help their teams understand how their roles, work, and contributions lead to the overall strategy and success of Lowe’s 6

Remember, we do so much more than sell products. We help people achieve their goals and dreams today and for years to come. When we embrace that responsibility, we naturally do the right thing for our customers, coworkers, communities, shareholders and beyond

Make a Difference in Somebody’s Day Everyday

Supporting Definitions of

Values

• We empower and trust our employees to do the right thing for the customer

• We take a genuine interest in helping others – starting with simple, friendly greetings

• We celebrate going the extra step when it allows us to better help someone love where they live while not compromising ethics or safety

• We practice gratitude, appreciation, and empathy for our customers, and for each other

7

It doesn’t have to be earth shattering. It can be for customers, coworkers, friends or the community. Somehow, someway, touch somebody’s life in a way that makes their day

Listen Intently, Sense and Respond

Supporting Definitions of Values

• Our leaders are coaches, not commanders, and our employees are valued members of a high-performing team

• The employee closest to the customer is best positioned to understand the needs of the customer – and we highly value their opinions and suggestions

• We strive to be flexible and nimble to ensure our processes fit the needs of our customers

• We encourage open, honest and respectful discussion, soliciting and valuing other people’s opinions, especially if they differ from our own

• We see feedback as a gift – taking the time to self-reflect and adjust as needed

• We put ourselves in other people’s shoes in order to understand their perspective 8 We can’t help people if we don’t know how they feel, or what they need. And we won’t know that if we don’t listen and understand. Serving people starts with knowing what they’re asking for Be Who We Say We Are

Supporting Definitions of Values

• We carry a sense of pride for being part of Lowe’s and seek to improve aspects that don’t make us proud

• We trust our people to execute our strategy and live our purpose and values with accountability to the expected behaviors

• We do what we say we’ll do

• We expect and accept that there will be consequences for not aligning to our values – we hold ourselves and each other accountable

• We provide honest, respectful, constructive feedback to one another

• We strive to ensure that our processes, practices and programs align with our purpose and values – and we have the courage to make difficult decisions if necessary to get there 9

It means being true to, and honest with ourselves, our coworkers, our customers and our business partners. But more than that, it’s how we’ll keep each other true to our purpose and our history

Give Your Best. Always.

Supporting Definitions of Values

• If we see an opportunity to improve the way we serve our customers, communities and colleagues, we say so and we help create a better solution

• It’s ok to not always have the answer; and we each take responsibility for continuous learning and self-improvement

• Employees take responsibility for knowing what they need in order to give their best and work with their manager to reach unified solutions

• We won’t always succeed, so we learn from our mistakes, discuss our failures and share our opportunities for improvement as we stretch to be an even better Lowe’s 10

Every person, every job, every detail is a piece of the bigger puzzle. When all of us focus on performing our roles to the best of our ability, every individual achievement contributes to a greater purpose helping people love where they live

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