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Business Process Improvement

North Carolina
January 30, 2024

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**** ***** ******* **** *********, NC 28270 704-***-****


I work with organizations to gain commitment to embrace and apply positive change through a people-centered leadership culture. My focus in the following areas: data and information management (six sigma, statistical analysis, metrics, measures, and decision support), organizational design/structure (roles, responsibilities, and accountabilities), people (human capital, talent management, executive coaching, learning and development, performance management), communications and change management, rewards (compensation and incentives), learning and knowledge systems (knowledge, performance management and training) and business process improvement and optimization (process improvement, business process transformation and process mapping) has evidenced measurable organizational transformation and improvement.


Business Process Improvement

Organizational Effectiveness & HR

2022 – Current

Senior Business Process Improvement Engineer


I work to define current state enterprise business processes and develop and implement long-term improvement solutions to remediate risk and business problems. My initial project was a proof of concept for the process excellence and optimization center of excellence, which ultimately was operationalized as a core enterprise function as part of Strategy and Transformation. My core responsibilities include black-belt process engineering, project management and organizational change management for critical organizational transformation initiatives.


Senior Organizational Change Leader

Consultant with GTT for TD Bank

I led large-scale transformational organizational change initiatives for TD Bank. I leveraged the ADKAR/Prosci approach to Organizational Change Management (OCM). Projects led included Return to Office and the LIBOR transition. I was responsible for the people strategy involved with all aspects of the changes including communication, adoption, sustainability and driving measurable outcomes. We met the goal of 100% return to office by teammates deemed to be critical for an in-office setting, established hybrid working environments, communication plans, all training, addition of technology resources to support hybrid and remote work, including no significant loss of headcount due to cultural and structural changes. I was offered a full-time position within the OCM group but opted to move directly into Truist to hone my process and COE establishment capabilities.

2022 - 2022

Project and Process Manager

Consultant with North Highland for Truist

As a consultant, I led a Truist effort focused on improving a significant cross-functional enterprise core business process. The team I led consisted of over 150 enterprise team members in a multitude of roles. My significant financial service expertise allowed me to quickly define the problem, structure the team and employ process improvement efforts. I was hired by Truist as an FTE 4 months into this contract role.


Senior Organizational Change Management

Consultant with Collabera for Duke Energy

Responsible for organizational change management leveraging ADKAR/PROSCI. Role included change management, communication, sponsorship, and stakeholder management, and learning and development. Let performance management initiative implementation in Workday for the organization.


Senior Process Engineer

Wells Fargo

Led wholesale process Improvement initiatives inclusive of strategy, and implementation. Projects were large-scale confidential risk management initiatives working to remain in line with regulatory organizational requirements. Areas including commercial lending, AML, and syndicated loans. Role was responsible for all statistical analysis, current and future state process mapping, and ideation, leveraging AI and BOTs in solutioning, and ensuring all policies and procedures met regulatory risk guidelines. Role also included project management (waterfall and agile, OCM, and Learning and Development).


Senior Organizational Change Management Consultant

Consultant NTT Organizational OCM Strategy

Define OCM strategy for financial services sector for NTT leveraging ADKAR/PROSCI and other established OCM organizational processes. Role included establishment of a COE, standardizing approach and tools and templates, communications, learning and development, and stakeholder and sponsor leadership.


Senior Process Engineer

Consultant with Randstad for Wells Fargo

Senior Process lead for significant wholesale end-to-end process improvement initiatives. Hired into Wells Fargo as an FTE within 1 year.


Senior Vice President People Practices

3D Systems

Recruited into 3D systems, by the inventor of 3D printing. Initially led the Strategy and Transformation function and established a COE and PMO to support the prioritization of over 150 strategic enterprise efforts. Once function was established, I was promoted into the people practices role with responsibility for executive coaching for the founder of 3D printing, and the CEO, CFO and COO. I established and led the talent management, performance management, organizational change management, and learning and development functions, and served as the senior HR Business Partner for the COO, Head of Strategy, Supply Chain Lead, Head of Operations, and Chief Financial Officer. I was also responsible for creating and providing board presentations on Human Capital Strategy and performance.

2013 – 2016

Talent Leader

Wells Fargo

Led the award-winning emerging leadership program design and development. Once complete, I transitioned to lead the bankruptcy transformation and served as a HR Business Partner to bankruptcy leadership. Stayed abreast of all bankruptcy legal changes and development needs. Led a team of project managers and facilitators.

2012 – 2013

Global Human Capital Consultant


I partnered with medium to large organizations in the design and implementation of business solutions related to people processes. I have worked with big 4 consulting firms, global manufacturing clients and numerous financial service organizations.

Significant consulting engagements included:

Establishing a talent supply and demand solution for a financial services organization that leveraged cutting-edge predictive analytics to determine business needs.

Creating competency models for critical roles and embedded the competencies into all people processes from recruiting to development to career and succession planning. Aligned assessments to this end-to-end model.

Changing the approach to selection to incorporate more rigorous diagnostic assessments.

Defining a strategic onboarding approach to improve the time-to-ramp to less than 30 days and overall employee engagement and productivity by 25%.

Partnering with a new manufacturing CFO to help with onboarding by supporting his development and the cascade of new organizational goals, providing team-building support and executive coaching.


Director Organizational Effectiveness & Alignment


Responsible for:

Talent Management, Development, Assessment & Evaluation

Organizational Development, Teambuilding, Coaching

Performance Management

Organizational Design, M&A Activities

Change Management: Methodology, Practice & Execution

Organizational Transformation: IT, HR, Globalization

Learning & Development: Executive Program Analysis & Evaluation

High potential identification and action

Employee engagement

2003 – 2008

Executive Vice President

Bank of America

Chief Learning Officer

I spearheaded the restructuring of the business to establish a federated model for the enterprise focused on learning and development, talent management, performance management and recruiting for over 300,000 teammates. By obtaining my six-sigma black belt, I was able to drive integration and efficiency of the function, saving over 19M dollars in the first year. Moreover, I

Drove integration and efficiency of the learning and talent function.

Established a service delivery model, and integrated people management processes and infrastructure. (Talent Management, Performance Management, Learning and Staffing).

Reduced regulatory risk by establishing an enterprise compliance training function that resulted in significantly improved audit ratings related to enterprise Learning and Development of over 300,000 FTEs.

Created strategy and implemented global learning and workforce management infrastructure, processes, and standards.

Provided on-boarding, leadership, management, credit, and compliance training to over 300,000 global FTEs.

Created and chaired the enterprise Learning Council to drive business –centric innovation and learning best practices.

Served as a member of the Audit and HR Committees.


LSS Black and Green Belts

DFSS (Designed for Six Sigma) Certification

Lean Enterprise Certification

360 Assessment – Performance and Talent

Hogan Leadership Selection and Assessment

Leadership Versatility Index – Executive Coaching

PDI Executive Coaching

Center for Creative Leadership Executive Coaching

Predictive Index – Recruiting and Talent Assessment

Kirkpatrick Learning Evaluation Methodology


BA German and International Business

Ohio University, cum laude


Keynote Speaker for Masie Productions (Learning, Talent, Risk Management and Learning), Washington Speakers Bureau, Learning Consortium,

Writer: Brandon Hall,

Excellence Award Winner for HR, Talent, and Learning

Consultant with the country of Ireland on talent and learning sales practices in the US.

IEEE member and writer focused on standardizing the learning taxonomy via SCORM 2.0

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