Adam Paquette


Summary of What I Offer:

Adam is a change management professional with five years of practical experience successfully driving the people side of large-scale change initiatives within all levels of the organization. Supporting Adam’s practical experience is ten years of applied study focused on developing an expert-level understanding for the people implications of change.

Highlights of My Professional Experience:

Change Planning

  • Designed and led strategic change planning and visioning workshops for ten-fifteen VP and Director level Project Sponsors using methods of scenario planning and graphic facilitation focused on setting a clear vision for the change, aligning change with organization’s business objectives, documenting the case for change by identifying the levers of change.
  • Developed change plan for an enterprise wide culture change effort that included the objectives to be achieved, the organizations proposed new culture, how change will be implemented including communicating to the workforce and other stakeholders, resources, and timelines.
  • Developed change governance and defined the responsibility of Executive Sponsors, Project Steering Committee, Project Manager, and Work-stream Leads for a enterprise-wide culture change that included 1,000 stakeholders.
  • Managed a team of three consultants by leveraging team talent and appropriate reinforcement mechanisms to ensure a high-performing team.

Change Assessment

  • Designed and facilitated various assessments utilizing survey, one hour long in-depth interviews, and focus group data that allowed for triangulation and validation of all collected data, while managing three consultants for 500-70,000 employee, multi-national private and public organizations.
    • Alignment Assessment – Ensured that planned changes were in line with strategic business objectives.
    • Readiness Assessment – Identified capacity to create the pull (e.g., vision, strategy, and leadership, etc.), support the people (e.g., organization & people alignment, etc.), and manage the process (e.g., governance, performance management, etc.).
    • Impact Assessment – Identified the “as is” and the “to be” states and the GAPS, the potential areas of impact (e.g., roles & responsibilities, skills & knowledge, behaviors, and performance management), and the degree of impact (e.g., high, medium, low).
    • Stakeholder Needs – Determined the specific stakeholders relationship to the change initiative, identified current attitudes toward change and the level of influence, identified needs relating to communication, training, coaching, and mentoring for employees located around the globe.
  • Owned client data and presented to VP and Director level project sponsors. 

Executing Change

  • Change Road Map - Utilized individual, group, and organization data to ensure that planned changes were inline with:
    • Time to results and key milestones, and that leading indicators demonstrated progress to desired outcomes and within project management time and budget expectations.
  • Communication - Ensured timely communications to relevant stakeholder groups, ensured effective cross-functional communications, ensured timely notices for requirements/meetings, ensured optimal results for all communications and project expectations, and measured results of communication strategy through multiple forms of stakeholder assessment for 500-1,500 employee organization.
    • Communication from executives to managers and employees, and feedback and direction to the project team from executives.
    • Used technology (e.g., PowerPoint decks, telephone, video conferencing, audio conferencing, internal IT networks), face-to-face (e.g., project team meetings, senor management meetings, special seminars, cross-functional meetings, interactive staff meetings, sr. management visits), and paper (e.g., attitude surveys, suggestion schemes, newsletters and briefings, notice boards).
    • Developed communications from an analysis, design, build, implement framework.
    • Communicated messages focused on articulating the case for change, what the change means for the business, and what the change means for “me” (i.e., WIIFM).
  • Stakeholder Management/Engagement - Established client relationships, as a trusted advisor, to manage and encourage stakeholder engagement utilizing data collected through various forms of assessment for a 1,500-employee organization.
    • Utilized a detailed stakeholder matrix that defined all stakeholders, their related change impacts, level of influence, criticality of buy-in, and position along a change curve.
    • Utilized stakeholder matrix to validate Stakeholder Maps.
    • Created bi-weekly Stakeholder Engagement Summary Reports and presented to project Team Lead and Executive Sponsors.
    • Led focus groups and ad-hoc large group meetings to celebrate key successes and share stories of positive change experiences.
    • Provided coaching and mentoring to both “drivers” and “resistors” of change initiatives.
    • Skillfully identified, developed, and leveraged internal change champion networks to overcome resistance to the change initiative and the fear associated with new roles and responsibilities.
  • Training - Team lead for learning and development teams utilizing the ADDIE model and applicable adult learning principles and behavior and social change theory directed towards 500-800 employees.
    • Designed and developed training content and materials from data collected through analysis of stakeholder needs.
    • Focused training on developing stakeholder capability, in terms of knowledge, skills, and responsibilities, tasks, duties, and responsibilities needed to fill the GAPS between the “as is” and “to be” realities.
    • Facilitated training sessions in classroom settings, through video conferencing, and through virtual technologies.
    • Evaluated training through survey, interview, and focus group methodologies.
  • Adoption - Supported Change Adoption Plan by developing a time-series data collection methodology that tracked both leading and lagging indicators.
    • Tracked data utilizing a Stakeholder Adoption Matrix and a Change Adoption Curve that categorized stakeholders on their position along the change curve (e.g., early adaptors, early majority, and laggards)
    • Created adoption reports and reported to Project Lead and Executive Sponsors. Reports informed necessary changes to communication, training, and training activities for specific stakeholder groups. 

Work History

Work History

Contract Organization Change Management Consultant

Sigma Solutions International

As an Organization Change Management consultant, I was responsible for the development and implementation of a number of change management engagements intended to promote employee adoption of new IT systems and processes. 

Mar 2009 - Apr 2010

Organization Development & Change Consultant

Resource Development Associates

As an Organization Development & Change Consultant I worked concurrently on a number of Organization Development and Change Management engagements.

Jun 2008 - Jan 2009

Organization & People Consultant

Contract Consulting

Consulted on a number of large-scale change management projects with Turner Consulting Group at Cisco Systems and Workplace Innovation Consultants. 

Jul 2006 - Jan 2008

HR Consultant - Manager of Client Services

HRinterax, Inc.

As a HR Consultant and Manager of Client Services I worked in both external client-facing and internal consulting roles to provide change management, team and group development, training & development initiatives, and management of internal OD and HR responsibilities. 



Ph.D. - ABD (Part-time)

Alliant International University
Sep 2005 - May 2007


University of New Haven
Sep 2000 - May 2005


St. Cloud State University



Graphic Facilitation

Graphic facilitation is the use of large-scale imagery to lead groups and individuals towards a goal. The method is used in various process such as meetings, seminars, workshops, and conferences.  

Large-Group Facilitation

Facilitating large-group summits designed to "get the whole group" in the room, facilitate active participation and build buy-in, and as a method to collect organization data used to guide organization & people initiatives.