AMY RUDOLPH CARVER, Ph.D.

Gaithersburg, MD *****

336-***-**** adgey9@r.postjobfree.com

Chief People Officer/Talent Management Leader

PROFILE

Senior Executive leader with 20 years of professional experience in Human Resources, continually increasing in scope and responsibility. Strong record of success in strategically aligning HR initiatives with business priorities in domestic and global organizations. Recognized as a pragmatic, effective partner to HR and Corporate Leadership. Experienced and adept in working with Boards of Directors, Senior Executives, external oversight organizations, and general employee populations.

Experience leading functions ranging in size from 5 to 130+ staff, in addition to global network teams. Considerable expertise in managing large, complex budgets, and directing funds to critical, high return areas. Skilled with a variety of governance structures, covering publicly traded corporations, privately held firms, government agencies, and professional services firms, as well as union and non-union environments. Industries spanning Defense, Air Transportation, Financial Services, Mortgage Services, Professional Services, Healthcare, Insurance, and Technology.

Additional exposure to areas outside traditional HR functions, such as leading Global Market Research at United Airlines and providing Business Effectiveness Consulting across multiple industries. CORE COMPETENCIES

Talent Management • Employee Engagement • Selection and Retention • Diversity • Organizational Restructuring and Effectiveness

Performance Management • Compensation Management

Leadership Development and Succession

HR Analytics • Human Resources Information Systems (HRIS) Process Improvement •

Business Partner Consulting

EDUCATION

Doctor of Philosophy, Industrial and Organizational Psychology Rice University Houston, TX Master of Arts, Industrial and Organizational Psychology Rice University Houston, TX Bachelor of Arts, Psychology Gannon University Erie, PA PROFESSIONAL EXPERIENCE

The Carver Group, LLC DC/Philadelphia Metro Area 2012-Present Managing Partner

In partnership with Ampersand Leadership Group, YSC, and Wilkinson Advisory Services, provide consulting services across a variety of industries. Services cover a full range of HR consulting, including Leadership Assessment, Organizational Effectiveness, and HR Strategic Planning. Selective Insurance Branchville, NJ 2011-2012

Executive Vice President, Chief Human Resources Officer Served as Executive Vice President (EVP) of Human Resources and Facilities for $1.5BB publicly traded company with assets of more than $4BB. Developed multi-year HR strategy to align HR initiatives with corporate priorities. Established tactical execution plans, obtained corporate funding, and secured Board of Directors support.

Launched initiative to establish the company’s visibility in the regional marketplace by partnering with local artists and the United Way to host charitable giving opportunities and sponsoring local community events. Amy Rudolph Carver, Ph.D. Page Two

Computer Sciences Corporation Falls Church, VA 2011 Vice President, HR, Managed Services Sector

Directed all aspects of Human Resources delivery to 20,000 employees within the United States and 30,000 outside the U.S., supporting a business with revenues of $12BB. Introduced new selection strategies for the highest growth area, Cloud Computing, which resulted in higher quality candidates, more qualified hires, and improved succession potential for key leadership positions. Analyzed business and management requirements across the globe. Designed process to increase leadership spans of control, reduce unnecessary leadership layers, and improve operational oversight while controlling costs during a period of financial challenge.

Freddie Mac McLean, VA 2005-2010

Vice President, HR Business Partners and Employee Relations 2007-2010 Led more than 130 HR Generalists and staff in all aspects of HR execution and employee relations. Collaborated with Board of Directors as well as Compensation and HR Committees regarding individual Executive Performance, Succession Planning, Diversity Initiatives and Concerns, and Employee Engagement / Retention. Led field implementation of market-based compensation, Fair Labor Standards Act (FLSA) reclassification, and succession acceleration. Realigned pay practices to a more competitive position, allowing the company to attract and retain high-performing and scarce talent, and more closely manage employee compensation costs. Designed and implemented process to accelerate readiness of succession candidates for 150 key Leadership roles, reducing risks associated with unplanned departures. Reduced organization-wide attrition from a high of 35% in some divisions to less than 10% corporate-wide by implementing a multi-faceted employee engagement initiative. Engaged with Chief Executive Officer and top executives to facilitate restyling of leadership competencies, ensuring true alignment with business needs and realities.

Multiple strategies reinforced new competencies through selection, assessment, performance management, compensation and rewards, communications, and culture, and became part of the “language” of the company. Designed and implemented a robust workforce planning process to proactively link annual business goals with recruiting, training, development, skills, capacity, structure, and other human resource requirements. Streamlined baseline processes and positioned HR staff to direct funds, time, and resources to high priority business initiatives. Structured and staffed recruiting function, resulting in significantly improved time-to-fill rates, success rates, employee retention, and client satisfaction. Built 60% of HR staff over a nine-month period to provide the business with the level of HR consulting and skills required. Directed recruiting advertising funds to develop new marketing materials that enhanced the company’s external image. Doubled candidate flow and improved candidate quality. Launched three-pronged Diversity initiative to address workforce diversity gaps, culture and environment issues, and external reputation. Raised company status to meet or exceed industry standards for workforce diversity in nearly every category.

Enhanced retention and engagement scores for women and people of color. Named by more than 20 Diversity-focused organizations and publications as a “best place to work.” Vice President, Talent Management 2005-2007

Led corporate-wide talent management team of 50, reporting to Chief Human Resources Officer. Directed HR functions in Talent Acquisition, Executive Search, HR Reporting and Analytics, Organizational Effectiveness, Leadership Development and Succession, Freddie Mac University, and Diversity and Inclusion. Designed and led multi-faceted employee engagement efforts to reduce attrition. Launched robust workforce planning process to proactively identify talent and leadership needs. Restructured and re-staffed recruiting function to improve time-to-fill and success rates. Created Executive Search function, reducing search costs and improving executive success rates. Amy Rudolph Carver, Ph.D. Page Three

Vice President, Talent Management, continued

Strengthened leadership through new selection, development, and coaching initiatives. Provided personal executive coaching and performance feedback to top tier Leadership. Implemented methods to attract and retain high-performing women and people of color. Developed 5-year Human Capital Plan to address business relevant issues. Secured Executive and Leadership support, obtained financial funding, and established quarterly reporting against progress and spending. Implemented proactive capability and culture assessment, improved review and interview processes, and enhanced outplacement and on-boarding processes, resulting in replacement of 50% of top three Leadership tiers across the firm, within 12 months.

Replaced outdated legacy performance management system with PeopleSoft solution. Negotiated agreement with management to limit customization to ensure future flexibility and usability. Successfully resolved material weaknesses identified by external auditor relating to staffing adequacy, leadership strength, and “tone at the top” risk through rigorous recruiting, targeted leadership development, and corporate- wide risk education training.

Wachovia Charlotte, NC 2004-2005

Senior Vice President, Director, Integrated Performance Consulting Established integrated “executive services” function, combining search, onboarding, succession, personal/team development, and business unit performance management, which provided executives and corporate management with a way to more effectively and efficiently manage their human capital issues and access HR support in a coordinated fashion

Outsourced HR data management to a third party firm to better manage costs and improve responsiveness and quality

Day & Zimmermann Philadelphia, PA 2002-2004

Vice President, Business Effectiveness and Executive Development Strengthened top 100 executive leaders by designing a foundational executive development program to expose them to global ideas and innovations and individual feedback and coaching, as well as linking these new ideas to recruiting, performance management, and succession processes Established diversity affinity groups and diversity council, which enhanced knowledge and appreciation of diversity within the current workforce, as well as visibility in the external market Created a more efficient organizational structure that reduced G&A by 25% through increasing spans of control, centralizing baseline processes, automating manual functions, reducing unnecessary staff support, and applying lessons learned from cost based activity analysis to improve recruiting processes Wachovia Winston-Salem, NC 1999-2001

Senior Vice President, Organization Effectiveness

Led talent review due diligence efforts for more than 20 acquisitions to assess human capital skill sets and gaps, and then capitalize on growth opportunity post-acquisition In an 8 month period, launched hosted web-based Performance Management system for 12K users, while leading a concurrent internal build workstream

Built paperless succession planning process for top tier executives in response to changing business focus; addressed leadership gaps and reallocated key talent by moving 10% of target group Created executive and management selection processes used to place talent in merger between First Union and Wachovia; designed multi-phase assessment of First Union and Wachovia cultural alignment with external vendor, which provided corporate leadership with data-based recommendations to proactively address culture issues that might impact merger success

Amy Rudolph Carver, Ph.D. Page Four

Carver & Associates Philadelphia, PA 1998-1999

Principal

United Airlines Chicago, IL 1994-1998

Senior Manager, Market Research 1997 – 1998

Strategy Manager, Culture & Corporate Education 1996 – 1997 Senior Consultant and Project Manager, Organization Effectiveness 1994 – 1996 Navy Personnel Research and Development Center San Diego, CA 1992-1994 Personnel Psychologist

AFFILIATIONS and CERTIFICATIONS

American Society for Training and Development (ASTD) Society for Industrial and Organizational Psychology (SIOP) Society for Human Resource Management (SHRM)

National Association of Professional Women (NAPW)

World at Work: Compensation Workshop Series

Implications of Healthcare Reform on Business Webinar Series Previously certified on MBTI, CPI, MMPI, Hogan Instruments, FIRO-B, and others

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