An Organization Development Executive with a go getter attitude who is effective in creating large scale organization change without upsetting the inertia or culture of the organization.With a proficiency in IT, Service, Manufacturing, Logistics, and Finance which allows for an in-depth understanding of business in order to be successful at full scale Organizational Change.
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“Elephants Can’t Change but Leopards Can!!!” combines a unique combination of humor, storytelling, and research with real world examples as to why large corporations (Elephants) are downsizing; while Leopard corporations which are lean and agile are still thriving even in the current economy.
Jan 2008 - Present
Chief Operating Officer
·Oversee form and function of organization of the transition from Not for Profit corporation to For Profit private corporation.Company is positioned for growth.Direct Reports, VP of Human Resources, VP of Operations, VP of CorporationGRAPHIC, VP of Cercata, VP of Employ Performance, VP of CorporationGuru, VP of Sales Holding, VP of Marketing Holding, VP of Logistics.
·Expand market segments, and increase market share by developing unique products. Increase customer retention and longevity turn to profit customers.
Sep 2003 - Jan 2008
Vice President Customer Experience
Reason for Leaving: Husband passed away in January 2007, volunteered for 1 year severance to be home with my 13 year old twins as they transitioned.
Areas of Responsibility: Organization Development and Customer/Employee Loyalty
Dynamic Executive responsible for the design, development, implementation and evaluation of Performance Management Systems and Employee/Customer based Loyalty initiatives.Main Responsibility included a $750 million dollar revenuestream based on creation of a highly effective performance management system which monitors performance against employee engagement, customer loyalty and financials against Service Revenue.Oversaw 1500 employees with 8 direct reports focused on increasing performance and developing an organization development culture.The Performance management system was focused on a combination of competency base criteria, employee engagement surveys, customer engagement surveys, customer performance, performance objectives, tied to customer purchases and profitability.
·Through Organization Development initiatives optimized Service Revenue stream and captured $4,000,000 in lost revenue in 2006 and 2007.
·Coached managers and optimized employees.Through process improvement, mapping and redesign reduced a team of 47 employees and optimized it to 8.Saved $500,000 in labor costs. Created Training programs for skilled and non-skilled workers using a combination of online learning and traditional classroom setting.All course material created in house.
·Through focus groups and group dynamics designed and facilitated small and large group interventions. While facilitating the application of Organizational theory and design with research to find the best leadership models as well as performance based management and learning systems.
·Created state of the art Performance Management System focused on Employee Strengths with critical metrics and objectives within a electronic dashboard with red light/ green light system for measuring Employee engagement activities to financials. Human Capital Optimization focused on employees strengths instead of weaknesses.
·Implemented Customer Satisfaction Survey process, moved from 2000 surveys a year to over 40,000 surveys a year based on Service Visits.Response rate of 38% every week for 2 years.
·Executed Organization-wide Six Sigma Change Management program, with 10 Black Belts, 120 Green Belts Certified, 250 Yellow Belts and 30 Champions. Six Sigma Deployment - $4 million in bottom-line savings and $2 million in top line (hard).
·Lead organization-wide team restructuring activities through large team initiatives which focused on work redesign, process mapping to enable work groups to enhance performance. Conducted strategic needs analysis in order to recommend applications which fit the culture and business.
May 2001 - Aug 2003
Senior Vice President
Senior Vice President Executive – Group Operations Executive / Business Support Executive
Reason for Leaving: Received position with Oce in Chicago.
Company: Bank of America – Charlotte, NC (Fortune 50 Corporation)
Areas of Responsibility: Organization Development and Large Scale Change
Executive responsible for the implementation and launch of a full scale change process around Six Sigma and Organization Development.Lead large scale intervention teams to implement full scale Learning Management System which integrated with Six Sigma and Organization Development efforts.We were instrumental in researching, designing and executing full scale performance management appraisal process focused on Talent Management and Succession planning.The program created a performance culture focused on values and competencies and brought to light derailers to team development.
·Managed a $25 million P&L with full hiring and firing capabilities. Day-to-Day Operations of Entire Six Sigma program at Bank of America. Staff consisted of 28 direct employees and 250 indirect employees.
·Culture change across 5 major businesses, and 148,000 people in the Bank of America.Reorganized “Six Sigma” program cutting costs and re-aligning program through all divisions and main lines of business.Delivered $1.5 Billion in productivity savings throughout Bank of America due to Six Sigma methods increasing revenue and reducing expenses within 1 year.
·Developed and executed large scale training initiative for 60,000 associates in Six Sigma, Lean/Kaizen and Organization Development Group Dynamics.Consisted of variation of training techniques: E-Learning, Classroom, Independent Study and Case Studies.
·Delivered 10% Customer Loyalty and Employee Retention improvements in 2002---with huge economic benefits in retention, and selling window opportunities. On path to another 10% in 2003.
·Rebranded “Six Sigma” image and turned into a Marketing program in order to entice all levels of Associates to pursue their Six Sigma Green Belt or Black Belt. “Six Sigma Apparel” became a hot item at Bank of America. This built employee satisfaction and increased employee satisfaction 1 percentage points on Employee survey (Top 2 box).
·Hosted/Facilitated Large Scale coaching session of Master Black Belt/Black Belt Forum. Focused on development of facilitation skills, group interventions and leadership development.
·Oversaw the development of E-Learning based training which augmented the Instructor Led Instruction. Development team for Learning Management System implementation.Implemented Company wide project tracking system to track all projects aligned to the Hoshin Scorecard.