Strategy, Organizational Development, Change Management, Human Resources, and Regulatory Compliance Executive with unique expertise in the planning and development of human resources business systems, operations, processes, and

organizational as well as technical infrastructure

Results accomplished through an established, measurable track record of developing people, improving productivity, increasing efficiencies, enhancing quality, mitigating risks, and strengthening performance

PROFESSIONAL EXPERIENCE

Human Capital Strategy and Solutions

2009 to Present – Managing Director, Executive Consultant and Coach

Work in partnership with C-suite executives and their teams to advise, create, and implement strategic business performance support solutions directly related to human resources functions designed to address and solve for complex organizational and operational initiatives often involving competing priorities, regulatory requirements, and aggressive timelines

Sampling of clients and engagements include…

Banking, Finance, and Insurance

Bank of America www.bankofamerica.com

Work with the Office of the CHRO to convert current, global HRIS systems to a new vendor, system, and model of operation – supporting activities included human capital policy development and implementation, data governance strategies, talent assessment, position classifications, organizational structure realignments, change management in relation to benefits, employee relations and satisfaction, personnel actions, diversity and inclusion, training, governance strategies, and initiative success evaluation

Fannie Mae www.fanniemae.com

Work with Office of CIO to replace “smart quote” functionality to better support underwriting, lender, and deal team review and pricing tasks – supporting activities included change management strategy and implementation plan, governance strategies, design and development of training, facilitator preparation, and initiative success evaluation plan

PNC www.pnc.com

Work with the Mortgage Division, Office of the President, to restructure operations to support mortgage modifications during periods of economic downturns – supporting activities included the development and implementation of internal and external customer experience best practices, policies, and procedures achieved through change management, strategic communication, training, and in-line process/procedure help

Consulting

Booz Allen Hamilton www.boozallen.com

Work with the Office of the CEO to support an enterprise-wide executive workshop and ongoing activities focused on innovation – supporting activities included working with BAH to create a defined set of goals and measurable objectives, create a sustainment strategy, design and develop workshop collateral, prepare internal leaders tasked with facilitating the workshop, and create revised business processes and workflows, measurement, and reward and recognition processes in support of the initiative

DDI www.ddiworld.com

Work in concert with DDI as an adjunct consultant on various projects with clients across multiple industries to design and deliver strategies and deliverables related to leadership development, diversity-equity-inclusion, employee engagement/satisfaction, change management, business process design, performance management, coaching and executive coaching, as well as best practices and approaches

Deloitte www.deloitte.com

Work with the Strategic Project Management Office to create a revised, fresh onboarding strategy for direct-from-school, newly-hired global consultants – supporting activities included process redesign, change management, collateral assessment and revision, and recommendations for program management specifically related to employee engagement and satisfaction, retention, diversity/equity/inclusion, opportunities for advancement, selection, and promotion

Defense and Government Contracting

SAIC www.saic.com

Work with the Department of Homeland Security (DHS) to review and assess employee development processes and supporting collateral resulting in a strategic recommendations report detailing specific actions that could be taken to improve employee satisfaction, align processes with current thinking and approaches, and revise and enrich existing in-use assets and delivery approaches in order to increase engagement and improve and enhance defined mission performance and objectives

Energy

PJM Interconnection www.pjm.com

Work with the Senior Vice President of Corporate and Client Services to provide professional human resources industry advice and guidance to the Office of the CHRO on various special projects related to leadership development, organizational design, executive coaching, employee investigations, labor relations, and other operational human resources issues and concerns

Valerus (now SNC-Lavalin) www.snclavalin.com

Work with and advise the Office of the COO in developing a new sales strategy to include all client-contact employees – supporting activities included the assessment of current business processes and supporting collateral, the design and development of new supporting collateral focused on client and employee satisfaction, development of change management strategy and implementation plan, and the preparation of leaders

Healthcare and Pharmaceuticals

Blue Cross and Blue Shield of Alabama www.bcbsal.org

Work with and advise the Office of the CIO in reorganizing the IT Division in support of Healthcare Common Procedure Coding System practices related to CPT and ICD coding – supporting activities included executive coaching, talent assessment, organizational design, succession planning, business process design, leadership development, diversity-equity-inclusion best practices, and governance strategies

Eli Lilly and Company www.lilly.com

Work with various new product initiatives to develop pre and post FDA-approval implementation strategies for the sales force – supporting activities included establishing strong cross-functional relationships to ensure information accuracy and improved patient outcomes, implementation recommendations, leader preparation, design and development of collateral, supporting systems change management strategy, and tracking, evaluation, and reporting strategies

Molina Healthcare www.molinahealthcare.com

Work with and advise the Office of the COO to create a strategy for the implementation of a new Electronic Heath Record (EHR) system (mClinical) – supporting activities included assessment of project

implementation, recruiting and hiring processes evaluation, job classifications, benefits packages evaluation and recommendations, talent assessment, organizational design recommendations, business process revision recommendations, executive coaching, change management strategy, supporting collateral recommendations, and leader preparation

TMF Health Quality Institute www.tmf.org

Work with the Director of Behavioral Health Integration to create change management strategies in support of various strategic initiatives related to Comprehensive Primary Care Functions designed to achieve better health outcomes, improve the experience of care for providers and patients, reduce the cost of care, and improve patient data governance and management

Wisconsin Physician Services www.wpsgha.com

Work with the Director of Training to assess and make recommendations regarding current operations including recruiting, hiring, talent assessment, organizational design, training programs, processes and outputs, performance management and content management systems, internal customer fulfillment, external and internal customer satisfaction, metrics, reporting, and return-on-investment in relation to organizational spend on training functions

Manufacturing

G&L Holdings (brands include, Better Than Bouillon, Grain Craft, www.betterthanbouillion.com Louisiana Hot Sauce, and Southeastern Mills)

Work with and advise the Office of the CEO, CHRO, and VP of Employee Experience to design, develop, and implement strategic corporate vision, mission, and values across all brands – supporting activities included leadership assessment and preparation, executive coaching, change management, strategic initiative management, design and development of supporting collateral, measurement and sustainment strategy and implementation – all efforts focused on improving and enhancing business and mission performance

Non-Profit

Greater Huntsville Humane Society www.ghhs.org

Work with the CEO as well as serve on the Board of Directors, provide executive coaching and HR guidance – especially in regard to organizational design and process improvement – additionally, evaluate, recommend, and implement technology and business processes and systems to improve accounting transparency, diversity, equity, and inclusion in hiring and retention strategies, as well as fundraising and stewardship

Huntsville Botanical Gardens www.hsvbg.org

Work with the CEO and Vice President of Development as well as serve on the Board of Directors, provide executive coaching and professional HR advice, lead Board of Directors, Development Committee efforts in relation to fundraising and stewardship, business processes, and supporter base growth strategies and initiatives especially in relation to diverse populations inclusion

Technology and Consumer Software as a Service

Autography (startup) www.autography.com

Work with Co-Founders and function as company CHRO, provide advice and strategies for venture capital fundraising efforts as well as all aspects of organizational design and vendor engagement

Bank of America

2005 to 2009 – Senior Vice President

Risk Management, Compliance Strategy and Education Executive, Global Corporate and Investment Bank

Lead my team, work cross-functionally, and build coalitions to create and implement a comprehensive culture of compliance within a highly regulated global business designed to increase associate awareness and enculturation regarding alignment with compliance policies and procedures and balancing work processes with compliance requirements, also responsible for regulatory reporting as well as proactively protect the organization from risk

•Designed and developed an initiative to assess compliance requirements and needs in order ensure that attestable content was created to address all necessities

•Responsible for enterprise Firm Element Plan creation (pursuant to NYSE Rule 345A and FINRA Rule 1120), maintenance, yearly sustainment, and regulatory reporting (in financial services, a Firm Element Plan consists of annual, administered training programs designed to keep registered employees current on topics related to professional responsibilities of all registered persons)

•Initiate and direct process improvement specifically designed to avoid and/or reputational risk exposure, reduce citations, reduction of regulator issued Memorandums of Understanding (MOU) and other regulatory fine-associated risks and violations

•Ensure all rules and regulations, domestic as well as international, governing our industry were followed to the letter and in the spirit of the law in support of governing business regulations and registered associates

•Interact with various US and OUS governing bodies and agencies

•Direct teams in the support of audits, examinations, and litigation related to compliance and regulatory concerns

2004 to 2005 – Senior Vice President

Principle Learning Strategist, Global Corporate and Investment Bank

Lead my team, work cross-functionally, and build coalitions to design an innovative and transformational, speed-to-productivity strategy for all lines of business within the Global Corporate and Investment Bank including the implementation of an division-wide learning and content management system, work across multiple global businesses to implement and adopt initiative processes and requirements, improve metrics, dashboards, and reporting, and ensure completion of and compliance with training requirements

•Assess various vendor and internally developed content management systems – key decision maker in the implementation of the learning management system (known internally as the Associate Learning Portal)

•Integrate new ERP/HRIS systems into learning, tracking, reporting, and measurement processes

•Responsible for the definition of all key position curriculum paths, role-based training assignments, tracking, dashboards, and reporting in relation to defined objectives and goals

•Responsible for net new content design, development, implementation, evaluation and governance resulting from needs assessment gap analysis and validation

•Ensure learning assets enabled the business to capitalize on investment in human capital

•Select, approve, and manage vendors

•Set and manage large scale budgets in support of multiple initiatives

•Employ the use of Six Sigma and Lean principles and techniques to assess, measure, report, and ensure success as well as reduce waste/redundancy and improve processes

2000 to 2004 – Senior Vice President

Enterprise Learning, Leadership, and Organizational Development Executive

Lead my team, work cross functionally, and build coalitions to stand up a Leadership Excellence Institute designed to support high-performance experienced and frontline leaders enabling them to drive performance and improve the customer experience – supporting activities included review of recruiting, hiring, and promotion processes not only to better address business needs but to also ensure diversity, equity, and inclusion in hiring and promotion processes and decisions, creation of a frontline leadership and high potentials program curriculum, developmental assignments, program tracks, mentoring program, bench and succession planning, performance evaluation and management, supporting systems modifications, and metrics, dashboards, and success reporting

•Developed Leadership Institute by providing robust online and in-person experiences designed to prepare leaders from first time, frontline through senior leadership assignments and challenges

•Responsible for a budget of over $10M covering program management and delivery, tracking, and reporting of participation and results

•Secured an additional $8M in funding in order to implement and integrate two critical-to-success system licenses 1) DDI’s OPAL (Online Performance and Learning System) for all enterprise employees aimed at helping employees to build and enhance specific work skills and competencies as well as provide access to just-in-time coaching, and 2) DDI’s Leadership Mirror, a 360-degree online feedback tool that replaced our internally developed enterprise assessment

•Partner with staffing and workforce planning to develop strategies to support the bank’s efforts to attract and retain exceptional associates – (strategies included the incorporation of diversity and inclusion considerations, increase in internal (as opposed to external) promotions for expandable, high-potential associates, recognition and reward of associate contributions, and improved associate satisfaction)

•Lead the development of leadership models, job descriptions, career paths, pay for performance salary polices and administration, as well as compensation and incentive calibration to support corporate vision and mission

•Lead the adoption of a corporate-wide change management, cultural transformation effort based on an intense customer-focus tied to pay-for-performance goals

•Lead content development of leadership curriculum (using benchmarking, management by fact, root cause, and needs analysis techniques to determine the “right” content paths and offerings)

•Lead the curriculum development for a Facilitator Academy to support the world-class delivery of Leadership Excellence Institute programs – partnered with implementation executives to select, train, certify, and maintain cadre of facilitators

•In conjunction with DDI, created, conducted, and published results of robust assessment schema showing program participation positive on-the-job results

1997 to 2000 – Senior Vice President

Associate Readiness and Performance Support Solutions, Enterprise Mergers and Acquisitions

Lead my team, work cross functionally, and build coalitions to plan, design, develop, implement, and evaluate worldclass performance support and training interventions for associates across the organization designed to align with voice-of-the-customer feedback, employee satisfaction, and business mission goals and objectives – also support the development of a “future” bank used to test forward thinking concepts

•Developed training that supported the job performance of over 100,000 domestic, customer-facing, retail employees, leaders, and operational support staff

•Responsible for a budget of over $5M covering program management and delivery, as well as systems to support assignment, delivery, tracking, and reporting of training requirements

•Lead development team that produced bank-wide performance support and organizational development solutions utilizing techniques ranging from communication strategies (via email, video, and internal broadcast television, and so on) through more advanced solutions such as virtual reality

•Responsible for the development of expense-reduction and return-on-investment strategies

•Responsible for the development of training interventions that provided a positive return on the company’s investment and the smooth assimilation of merger and acquisition audiences (some examples, designed, developed, and implemented a sales and service academy as well as technology-based performance support solutions, and revolutionized processes such as the way sales associates interact with internal and external customers in order to produce measurable positive results)

•Certify and manage domestic, as well as international vendors

•Act as an executive change agent, key influencer, consultant, and advocate for customers and associates

First Union National Bank (now Wells Fargo)

1995 to 1997 – Vice President

Project Management and Instructional Design

Direct all aspects of standing up, building, managing, developing, and introducing a multimedia, elearning production and delivery strategy with enterprise training group, First University – this strategy enabled First Union to reduce the cost of facilitator-lead programs by millions of dollars reducing the cost to hire a single Teller from $2200 to $600

•Manage a $7M budget

•Developed an award-winning software program in support of online learning

•Establish 57 technology-based Learning Centers across the corporate footprint enabling access to courses as well as intranet performance support tools such as product descriptions, policy and procedures online manuals, and administrative tools

•Evaluate and purchase vendor services and equipment

•Manage culture change from an instructor-led classroom environment to a technology-centered environment

•Manage Advisory Groups to ensure corporate-wide buy-in and support

•Develop courses that certified participant required task competency through rigorous non-biased assessment ensuring successful demonstration of desired skills and behaviors on the job (including the validation of tests so that participants could be conditionally hired or released from hire based on their training performance)

•Drive rigor in measurement reporting strategies regarding training progress

•Negotiate the deal that enabled our vendor to partner to sell a customizable version of joint-owed products to other external business (this strategy enabled self-funded maintenance)

Century Design (boutique consulting)

1992 to 1995 – Business Performance Improvement Consultant

Manage the acquisition of business development activities and solution development related to proposed performance improvement strategies, as well as manage design, development, implementation, and evaluation teams

1990 to 1992 – Project Manager

Account relationship and project management in relation to client initiative requirements for the following client portfolio ALCOA, IBM, Hoechst Celanese, Toyota, and White Volvo GMC – the varying assignments included product, safety, and sales training, technical specifications definition and documentation, and change management

1988 to 1990 – Technical Writer and Editor

Assimilate and edit technical information for a variety of skill levels ranging from programmers’ reference guides to end user application guides

FORMAL EDUCATION

Certified, Senior Professional in Human Resources (SPHR), certification number 01430430

Certified, SHRM Senior Certified Professional (SHRM-SCP), certification number 600589548SHPR

B.A. English and Education – University of North Carolina at Chapel Hill

M.A. Instructional Design – University of North Carolina at Charlotte

AREAS of EXPERTISE, EXPERIENCE, and SKILLS

•Thought leadership, innovative and strategic thinking and decision making – proven ability to work with and influence at the C-suite level as well as across multiple, global lines of business

•Compliance and ethics management – creating a culture of compliance ensuring the ability for the business to operate deftly within the spirit and letter of the law

•Diversity, equity, and inclusion strategy and execution in hiring and workplace practices

•Large-scale, global, cross-functional business, people, technology, program, project, and budget/financial management

•Performance consulting, process improvement, risk management, compliance, and change management

•Strategy support for corporate-wide programs such as assessment, hiring practices, leadership, retention plans, succession planning, operations, organizational development, executive coaching, and compliance

•Strong ability to influence and motivate as well as build and maintain coalitions to drive the accomplishment of organizational goals

•Human resource systems and practices including analytical metrics, ERP, HRIS, and LMS systems

•Planning, designing, developing, implementing, and evaluating content and media utilizing a variety of delivery modalities

•Technology transition and software life-cycle development and management using Agile, Lean, and Six Sigma methodologies, with extensive experience in developing and implementing new applications and programs as well as system conversions

•Global business management as well as domestic and international contract negotiations and vendor management

•Merger and acquisition, business transformation, and cultural transformation

PHILANTHROPY

Board of Directors, Greater Huntsville Humane Society – www.ghhs.org

Board of Directors, Huntsville Botanical Gardens, Development Chair – www.hsvbg.org

Executive Board, The Dog Ball – www.thedogball.org

Member, Huntsville Community Foundation, Women's Philanthropy Society – https://www.communityfoundationhsv.org/for-visionaries/wps

Member, Huntsville Museum of Art Guild

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