LOMA

Manage our portfolio of strategic leadership and executive development programming, including program development and outreach to member companies. Lead LIMRA and LOMA Strategic Leadership Experience program, in partnership with Wharton School of Executive Education, to shape the talent pipeline of future industry leaders.

Director of Executive Development - LIMRA and LOMA

Guardian Life

Led the Talent Center of Excellence, responsible for the Talent and Succession practice, Recognition (CEO awards and peer to peer RAVE program), Performance Management Evolution, Monthly People Leader Forums and Leadership Toolkits, and the Summer Early Career program.  supported various Board and other senior leadership talent reports, ignite planning and facilitation, and company Purpose development.

Talent Management Leader - Talent and Colleague Experience Team

Led the Talent Center of Excellence, responsible for the Talent and Succession, Colleague Engagement Surveys, Recognition (CEO awards and peer to peer RAVE program), Performance Management Evolution, Monthly People Leader Forums and Leadership Toolkits, and the Summer Early Career program. Supported various Board and other senior leadership talent reports and ignite planning and facilitation.

Assistant Vice President, Talent Management and Employee Experience Team

Led end-to-end talent management for Group & Commercial Markets (including subsidiaries).  Partnered with HR Business Partners to meet unique development needs in alignment with business imperatives.  Led enterprise core process work for Performance Management, Recognition, Intern Programming, and Culture Surveys. Supported various Board needs.

Director, Talent Management & Learning 

Led end-to-end talent management for Group & Worksite Markets (including subsidiaries), and Corporate functions.  Partnered with HR Business Partners to meet unique development needs in alignment with business imperatives.  Led enterprise core process work for Performance Management and Recognition; 2017 D&I Strategy strategy.

Senior Manager, Talent Management & Learning 

Appleton Guardian Womens Leadership Network Lead

Led and owned the organizational 3-5 year Professional Development strategy aligned with people and talent strategies, and business imperatives.

Designed/led end-to-end targeted development/learning strategies to build tomorrow’s capabilities through career framework, apprenticeships, job rotations, critical role development.

Partnered with the enterprise Talent Management and Learning Center of Excellence, Human Resources and the Strategic Change Office to ensure solutions are aligned with talent, performance management, learning and development and change management.

Professional Development Leader, Group Learning Services

WOMEN Unlimited, Inc., The Women's Organization for Mentoring, Education and Networking

President's Advisory Council 

Strategic Leadership Experience Steering Committee Member

Best Buy

Managed Winning Culture Program Office (PMO) and team which has transitioned into building the new Best Buy Leadership Development capability to support the company's 3-5 year turnaround strategy, "Renew Blue."  Partnered with Senn Delaney and culture guru, Larry Senn to execute and measure results via Culture Impact Surveys, Culture Champions, the Executive Leadership Team and company ADKAR change management methodology.

Led Leadership Development programs/process design and management work to build new capability which included:  LD methodology and framework, career turns; alignment of program and process outputs with core internal systematic processes (e.g., Performance Management, Talent Planning, Talent Acquisition); overall LD and Talent Planning Operations; Retail Immersion Program; Executive Team coaching and development session framework and management.  Developed partnerships with and managed work with Pivot Leadership and David Dotlich; Marshall Goldsmith.

Supported overall L&D team business operations and ongoing development.

Senior HR Capability Manager, Enterprise Talent Management and Development

Bank of America

Reporting to the Senior Vice-President, Learning and Leadership Development; dotted line to Senior Vice-President, Human Resources Executive.  Executed strategic HR initiatives aligned with business people strategies.

Led CEO, regulator and Board of Directors  talent review deliverables for business.

Drove development and launch of the “Diverse Leaders of Tomorrow” sponsorship program and metrics design based on a Board of Director’s commitment for the business.

Executed org design, timelines and communications for the Leadership 
Development operating model (over a one-year period).  Developed 2012 GT&O HR Game Plan.

Partnered with COO Performance Reporting to define operational scorecard HR metrics; managed monthly report outs for CIO and CEO senior leader reviews.

Executed Business Leader events in partnership with Communications Team.

Supported all top of the house deliverables for both business Technology HR and LD executives, including additional support for the Global Corporate Security organization.

Served as Global Human Resources Risk co-lead to monitor LD risks and mitigation plans.

Vice President, Leadership Development-(Global Technology and Operations LD/HR Business Support)

Member of the internal Bank of America "My Work" Coach network in support employees working 100% remote or new to the "My Work" program.  Support provided included program enrollment assistance, best practice sharing and networking tips.

My Work Coach

Reporting to the Senior Vice-President, Learning and Leadership Development.  Developed and executed business-driven approach to process, programs and top of the house deliverables.

Recruited to build process and programs team and operating model to mirror successes in my previous role.  Developed 2011 Global Technology HR Game Plan and scorecard.

Executed against 3-5 year business strategy through span of control initiatives, org design 3 levels from the CEO through partnership with Boston Consulting Group; led talent management redeployment and slating actions.  

Project managed all aspects of the first regulator talent review including interviews, timelines, data collection, final summary and speaker notes.

Partnered with enterprise team to complete HRIS transformation, including linkage of job competencies to the new platform, associates sessions, and integration of tool with core process.

Built business pipeline strategy to ensure continuous slate of leaders for business critical roles through use of matching technology, talent management outputs/routines, and slating metrics.

Executed required performance/talent management deliverables for CEO direct reports.

Partnered with Communications to recognize company as 11th of 100 best places to work for IT professionals by Computerworld.

Vice President, Leadership Dev Process/Programs Center of Excellence, Global Technology & Ops

Reporting to the Senior Vice-President, Leadership Development Manager.  

Developed and executed business-driven approach to process, programs and top of the house deliverables.

Managed the Center of Excellence team, equipping them with capabilities/tools to build capacity for and execute client team deliverables.  Ensured each direct report focused on 1 core developmental opportunity per quarter to increase capabilities, acumen and gain visibility with senior leaders.

Managed twice annual CEO talent management deliverables including organization overviews, talking points, executive profiles, data analysis and retention plans.

Defined retention and engagement strategy to target action plans for high risk leaders in business critical positions.  Provided monthly summaries, governance processes and metrics and integrated process into talent strategies.

Facilitated the development/assessment of talent in new and complex roles through core processes (i.e., performance management, 360-feedback, on-boarding, talent management, key stakeholder reviews and executive programs).

Built business redeployment process to fill critical roles and capability gaps with the highest and best use of talent.  Played a key role in the development of the next generation of slating with “matching technology” tools with enterprise team.

Vice President, Leadership Dev Talent Mgt Center of Excellence (Consumer Bank, Home Loans, Risk)

Planned development for mid-level leaders through business leadership conferences and targeted initiatives such as the “Leadership Lifecycle.” (Team project member) 

Owned and executed Global Operations Council talent routines across the company to ensure visibility, placement and development of senior talent.

Chaired the SFO Diversity and Inclusion mid-level leader “Talent Initiative” to develop diverse top talent and engage them in owning their own development.

Supported people processes for Countrywide and LaSalle bank transitions on behalf of the senior LD Executive, in partnership with Acquisitions team.

Client-managed Change Management and Operational Risk/Business Support Executive teams.

Vice President, Leadership Dev Client & Process Consulting (Service and Fullfillment Operations)

Reporting to the Senior Vice-President, Learning and Leadership Development Executive.
Supported learning, leadership development, and org effectiveness efforts as a Consultant to 3 senior executive ($293MM, 3,000 FTE, centralized business).

Consulted end-to-end start-up and sustainment for the Recon COE including development need analysis, trainer cultural preparation, workforce re-skilling, and the mapping of the Business Partner Liaison role in support of the Continuum Team in Hyderabad, India,

Consulted on the development of standardized on-boarding and “building bench strength” processes which became the enterprise model.  Managed on-the-job learning business coaches.

Developed org, communications, people and education strategies for system transformation.

Executed end-to-end talent management strategy and organizational development efforts.

Vice President, Leadership Development Client Consulting - (Reconcilement Center of Excellence)

Schneider National

Responsible for the development and maintenance of enterprise talent and performance management philosophies and systems, including the appraisal process, board talent and human capital reviews, and leadership deployment sessions. Collaborated with HR Business Partners, Recruiters and the Executive HR Leadership Team to support all talent management initiatives. Designed and implemented 2006 Talent review process based on the “Leadership Pipeline.”  Based on enterprise change methodology, gained increased buy-in and support from HR Leaders and Business Partners to take greater accountability and ownership for talent development and deployment.

Talent Development and Deployment

Responsible for the development, delivery and measurement of business-specific initiatives to support organization development.

Designed, deployed and managed OIAB (Office in a Box) OD methodology to support 10 new office openings and two-year development process for new Brokerage Associates to meet 2009 revenue goal of $1 billion. This included the development and certification of on-the-job coaches, scenario-based training, formal certification programs, development paths, profile-based hiring, and leadership development components. All based on clearly defining the levers of performance, the actual work required by specific roles and time to profitability.  Success from OIAB became the foundation of the Training and Development Operating Plan and structure for 2006-07.

Requested by the VP of Brokerage Support to integrate the OIAB methodology to the start-up of the Chicago Inside Sales Office.  Office operational and profitable within 90 days.

Developed and co-managed corporate on-boarding programs and processes for 2005 business acquisitions and transactions to integrate Associates to the Schneider culture and values.  Processes developed are the foundation for future International acquisitions.

Training and Development & Corporate On-Boarding

The Guardian Life Insurance Company of America

Reported to the Manager of Northeast National Training, OD and Consulting.  Responsible for improving organizational effectiveness by providing for and overseeing all aspects of leadership development and performance consulting within Group Operations, including Sales.  Designed, developed and led interventions to meet business strategy; partners with management and teams to design learning interventions to impact performance results. Coached management in development of personal leadership skills and competencies in order to leverage organizational performance. 

Championed Siebel technology and change leadership processes for sales personnel to increase the management of sales activities and improve market position.

Initiated and developed a four-step leadership development process for Claims management which facilitated transitions in roles and culture shifts due to an economic opportunity initiative to lower Claims costs by $8 million in year one.

Developed and facilitated two major call center initiatives, based on Disney-service philosophy, which supported global vision.

Coordinated, developed and delivered universal quarterly courses, based on annual need assessment, that included management of on-line registration process and communications for both non-technical and computer courses.

Developed and facilitated change management processes before, during and after Company reorganization to assist employees with tools to prepare for potential job loss, as well as how to function as a survivor of workplace change.

Senior Consultant, Training and Organization Development

Reporting to the Midwest Regional Office Training Manager.  Responsible for developing and implementing technical and non-technical interventions; designs leader and participant materials, conducts need assessments, and supervises learners while in training programs; works closely with team leaders on coaching and staff development. 

Developed and implemented corporate performance management programs for leadership, which resulted in creation of measurable performance objectives and competencies; mentored front-line employees on professional communication techniques and accountabilities which improved partnerships between management and staff.

Pioneered and facilitated performance leadership and evaluation process for Educational Coordinators, used across all regional offices which increased new hire retention and development.

Led regional management staff through business planning processes using SWOT analyses, mission and goal development, which met Executive Strategic Planning initiatives.

Developed new hire Claims program which reduced classroom time by 50%, and established measurable criteria for ensuring training mirrored the job.

Facilitated realignment of key sales supported business units which greatly improved customer service, increased efficiencies and decreased sales turnaround times.

Education Coordinator

Reporting to the Vice President of National Group Operations. Responsible for major reengineering project with focus on needs assessments, development and implementation of educational materials for sales force, regarding products sold and business processes.  

Researched, authored and facilitated product and business process programs and materials which are currently the foundation of training for all new Company hires

Created train-the-trainer process for Sales Support Managers which provided leadership with tools to coach and develop employees

Developed guidelines used in the employment screening an selection process which ensured sales personnel were hired with the necessary skill set to be successful

Process and Cost Transformation (PACT) Reengineering Team

Conducted monthly audits of medical claims process and provided feedback to managers and employees for developmental purposes.  

Reviewed and releases over-authority level requests for reimbursement and responded to various insurance commissioner requests.

Managed and developed training programs and materials for medical and dental processing, including medical and dental knowledge, processing applications and legislation requirements.  

Developed remedial programs to meet business and regulatory changes.  Worked one-on-one with Claims Managers regarding performance and development plans for associates in need.

Responsed to questions from the field, QA, systems administration and processers and engaged them in productive solutions and enhancements to training programs.

Quality Assurance and Training Coordinator

Conducted post-claims underwriting review to identfy fraud situations sometime resulting in coverage recission.  

Developed midwest office small group reform post-underwriting review process for Claims staff to reduce risk for the company.

Partnered with the QA team to respond to insurance commissioner inquiries regarding coverage recission.  Responded to Sales Team, medical providers and planholders regarding tough decisions made and ongoing investigations.

Investigator

Benefit Analyst

Gemini International

Assistant Editor and Staff Writer

WLUK Fox 11

News and Weather Intern

Senior leadership development, talent management and organization development professional with 30 years of experience in human resources, organization design and effectiveness, process design and development, talent/succession management and performance consulting.  Accomplishments in process and program execution, team and leadership development, developing key stakeholder relationships, and leading organizational change.

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