Learning and Development Leader

CELESTE S. DEL GATTO

Jersey City, New Jersey

201-***-**** www.linkedin.com/in/celestedelgatto/ ***************@*****.*** LEARNING AND ORGANIZATIONAL DEVELOPMENT LEADER

Innovative Learning and Leadership Development professional with a consistent record of reducing expense and improving productivity and processes utilizing a consultative approach. Apply leading-edge training strategies with expertise in talent management, leadership, diversity and organizational development. Adept in managing small and large global teams with experience in risk and control. Exceptional ability to think collaboratively, strategically and creatively. PROFESSIONAL EXPERIENCE

NYU LANGONE HEALTH SYSTEM, New York, NY 2016 – 2019 Director, Head of Learning and Leadership Development Led team of 15 people that managed instructor led training, e-learning, diversity efforts, and leadership development programs for high potential top talent. Managed a $2MM annual budget.

• Generated increased Medicaid recoveries and lower hospital readmissions by designing training approach to meet DSRIP requirements (federally mandated healthcare program), including 44 learning programs and extensive partner involvement.

• Decreased costs by 33% and increased alignment with business goals in the Intensive Leadership Development Program for senior hospital leaders by expanding engagement of executives and hiring more effective vendors.

• Reduced expenses by 25% while simultaneously providing increased and more effective coaching after redesigning NYU’s executive coaching process.

DEL GATTO CONSULTING, Jersey City, NJ 2015 – 2016

Ran an independent consulting practice specializing in executive coaching and organizational development. JPMORGAN CHASE, New York, NY 2001 – 2015

Managing Director, Global Head of Learning, Risk Management (2014 – 2015) Supervised team that managed all training for the Global Risk Management Group, as well as risk and regulatory training for the Firm’s global population of 250,000.

• In just six months, team collaborated to design and deliver over 40 courses and ensure compliance with all consent orders. Managing Director, Global Head of Learning and Development, Asset Management (2011 – 2014) Led global team of 45 professionals who conducted Learning and Development for the Asset Management business. Managed a $20 MM annual training budget. Delivered over 1,500 days of training to over 16,000 participants. Average evaluation of 4.6/5.0 and Net Promoter Score of 74%. Employee Opinion Survey rated training highly at 75%.

• Resulted in more effective conversations with clients/prospects and improved investment flows by leading “Investing at JPM” training for over 2,000 Global Wealth Management advisors. Enhanced skills and shared best practices connecting with clients and providing investment advice. Used innovative role-play and video techniques.

• Led AIM, a strategic development program for high potential senior leaders and successors to key roles. Participants had higher performance (50%), promotion (32%), and retention rates (24%), than others.

• Achieved retention rate of women in the “ReEntry” program by 95% after a five year period. Managed team that innovated the program, as featured in the NYT, WSJ, and Harvard Business Case Study. This program successfully hired and integrated women returning to the workforce after a leave of several years. Executive Director, Training and Development Manager, Investment Bank (2006 – 2010 ) Spearheaded management, leadership and professional skills training and development projects across the global Investment Bank. 61% of programs held outside North America. Led group of 24. Managed a $12 MM annual training budget.

• Designed, built, and supervised ongoing operations of the Global Finance and Business Management (F&BM) University.

• Two years post launch, the University delivered 215 unique courses and 1,027 classes for over 26,400 participants. Reduced expenses by 33% and provided increased services.

• Every F&BM employee attended training, with an average of 12 – 13 classes per person per year. Achieved total of 43,500 hours of training, 86% of the 24 hour per person annual target.

• Designed, developed, and supervised delivery of a specific Managing Director/Executive Director curriculum composed of influence, negotiation, presentation, management, leadership, and diversity classes.

• Evaluations of all classes averaged 4.58 (on 1 – 5 scale) and employee opinion results significantly increased, with the University cited frequently as a differentiator in attracting and retaining talent.

• Help desk capacity increased by 12% in the year post training due to 15 e-learnings that successfully introduced new processes and increased operating efficiency of help desks and support functions.

• Created and implemented management and leadership training strategy and measurement / accountability plan for the global Investment Bank.

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201-***-**** www.linkedin.com/in/celestedelgatto/ ***************@*****.*** JPMORGAN CHASE, (continued).

• Managed design, development and delivery of over 50 unique management and leadership courses and 250 classes for 5,000 participants per year. Training resulted in 40 basis point score improvement in 360 Reviews. 20 basis points considered statistically significant.

• Courses included one day program for new managers, half day leadership forums for senior management, custom workshops to address topical and current issues (e.g., Managing in the New Paradigm), and workshops to address systemic management issues (e.g., giving difficult feedback, diversity). Partnered with industry thought leaders to create innovative and cutting-edge programs.

• Led change management and people merger integration efforts for Bear Stearns and JPMorgan, resulting in 18% higher retention rate of star performers than in prior merger. Executive Director, Development Director, Global Risk Management (2003 – 2006) Led team of five that specialized in performance and talent management, leadership development, diversity, and change.

• Increased retention of new diverse hires over a three-year period by 24% by leading a Diversity Assimilation Team.

• Over a two-year period, increased women in management by 2% and people of color by 4% by spearheading Risk Management Diversity and Inclusive Leadership Council and initiatives. Implemented individual and group mentoring programs, networking sessions, management training, new website and communications strategy.

• Improved overall satisfaction in Risk by 8% by developing and implementing action plans to improve work climate.

• Increased number of women Managing Directors promoted by 25% and diversity of promotion pipeline by 33% by providing coaching and mentoring and ensuring a fair and equitable promotion process. Vice President, Training and Entry Level Recruiting Director, Finance, Risk, Admin, and Technology (2001 – 2003) Managed team of 19 who developed and delivered classroom training and e-learning, and recruited, trained, and program managed Internal Consulting Services (ICS) undergraduate and Finance MBA training programs. Managed a $10 MM annual budget.

• Increased year over year retention of analyst and associate population by 5% by leading efforts to understand generational differences and develop and implement recommendations to improve attraction, development, and retention.

• Led team that utilized Six Sigma to improve recruiting processes and management information systems for the Internal Consulting Services (ICS) entry level training program.

• Reduced cost per hire from $45,000 to $16,000, an annual savings of $1.7 MM.

• Increased offer rate from 35% to 54% and acceptance rate from 80% to 86%.

• Improved diversity demographics from 35% People of Color to 44% People of Color.

• Spearheaded Firm-wide effort that increased acceptance rate of Rutgers graduates by 50%.

• Implemented new contract negotiation process that reduced approval time from eight to two weeks. PRIOR RELEVENT EXPERIENCE at JPMORGAN CHASE

Chief Operating Officer to CFO

Vice President, Team Leader, Human Resources Business Process Reengineering Project (Six Sigma) Vice President, Training and Development Manager, Corporate Resources (Operations, Technology, Finance, Audit, HR) Vice President, Training and Development Manager, Audit Associate, Auditor

EDUCATION

M.S., Human Resources – Education, Fordham University, Highest Honors, GPA 3.9/4.0 Concentrations in Adult Education and Organizational Behavior and Development B.A., Economics, Rutgers University, Highest Honors, GPA 3.9/4.0 CERTIFICATIONS

Rutgers Women’s Senior Leadership Program

Cornell HR Management

Interpersonal Leadership Styles

NLP Coach (Neurolinguistic Psychology)

Korn Ferry Competency Architecture

Korn Ferry Assessment of Leadership Potential

Six Sigma Green Belt

Prosci Change Management

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