Steve Wilson

Steve Wilson


Extensive experience in the Fortune 100 environment shaped a career that now includes smaller-sized companies and external consulting. As both a strategist and hands-on practitioner, I am dedicated to building effective strategies and practices to identify, develop, utilize and retain the best possible talent at all levels.

I succeed through a sharp focus on business results, collaborative relationship-building, a systems approach to functional integration and a good dose of levity. Specialties:

All aspects of talent management, including assimilation & transition, succession planning, executive development, assessment center methodology, 360 processes, elearning, action learning, coaching, performance management, training, college hire & diversity programs, organization development and functional team leadership.


I am currently seeking a senior role in talent development that capitalizes on deep expertise and a broad range of capabilities across virtually all aspects of the learning function..   

Work History

Work History
Apr 2006 - Apr 2009

Director Executive Development

NetApp is a $3.3B data solutions business with over 8,000 employees globally and ~20% Y/Y growth. ·Designed & implemented the first Talent Review / Succession process for the Executive Team & Board.
  • Led the Learning & Development team in the globalization of 30 management programs worldwide.
  • Managed a $3M outsourcing contract for training administration.
  • Designed a dual-track retention process with multi-generational education for employees & managers.
  • Drove approval of Talent Management database for succession, performance management & HR metrics.
  • Established formal processes for external coaching, 360 feedback tools & mentoring.
  • Implemented new 90-day assimilation process for new hires to speed integration & time to productivity.
  • Partnered in the design of the annual Senior Executive Meeting, including targeted learning initiatives.
  • Developed residential executive programs on leadership & business acumen using business simulations.
    • NetApp received Chief Learning Officer Silver Vanguard Award in Oct. 2008 for these efforts.
  • Project leader for redesign of global performance management process, including online technology.
2005 - 2006

Sr. Manager L&D / Change Mgmt.

AMD / Spansion
Spansion is the IPO spin-off of Advanced Micro Devices, with $2.5B in revenue & 8,000 employees globally.
  • In this newly created role, built the management training curriculum & selected vendors for global implementation.
  • Reduced headcount by outsourcing training administration for technical & management programs.
  • Created new webmaster / e-learning position to begin migrating selected trainings to online offerings.
  • Selected new vendor & re-designed the Tuition Aid program, reducing overhead & improving utilization.
  • Led the Change Management efforts for a 6-month HRIS implementation, including design & implementation of all related training & communication.
  • Recruited away by Network Appliance in 2006.
2001 - 2005

Co-Founder & Partner

HR Drivers Consulting

Consulting and program management for a variety of learning and OD initiatives at Bay Area companies.

Oct 1988 - Jul 2000

Corp. Director Executive Development & Succession

U S WEST (now Qwest)

Corporate Director, Executive Development & Succession (1997-2000)

Personally designed and managed Succession & Development-related initiatives for the CEO’s Senior Team and Board of Directors, including the Staffing/Selection process for the top 1500 positions.This newly-created position enabled a sharper focus on senior leaders, high-potential talent and change initiatives corporate-wide.

  • Drove the Succession & Executive Staffing Processes Across 12 Divisions and Subsidiaries - Provided structure, coordination, data management and oversight for over 40 Succession reviews annually.
  • Designed and Led Senior Leadership Development Initiatives - In partnership with the CEO, created and led both individualized and group development efforts for improving diversity and retention of talent.
  • Re-Energized and Led the MBA Hire Program as a High-Potential Feeder Pool for Succession –

Re-designed a faltering program to hire and develop experienced MBA graduates by establishing a more stringent, leadership-based recruiting and selection process with a 2-year pass/fail model of multiple rotations in key business units plus assessment and development requirements.

Director of Leadership (1994-1997)

Led a staff of 15 with Domestic and International responsibility for Executive Staffing & Orientation, External Search, Performance Management Systems, 360 Feedback, College Hire Programs, Leadership Training & Development, Assessment, Coaching, Succession, Communications, OD and supporting Data Systems.

  • Led the Introduction of Succession Process Below Director Level and in Overseas Operations.
  • Introduced Assessment, Potential Ratings and Metrics to Enhance Succession & Staffing Processes for the top 1500 positions.
  • Created Leadership Development Initiatives Specifically for Persons of Color.

Director of Organization Development (1988–1994)

Defined and executed this newly created role to establish processes key to building corporate talent.

  • Designed and Facilitated the First Comprehensive Succession Framework for the Corporation.
  • Selected and Implemented On-Site Data System to manage Succession Process and Data Components.
  • Engineered and Delivered the First Climate Survey for 70,000 Employees.
  • Established the First Corporate-Wide Performance Management System for 20,000 Managers




Organization Behavior

Fielding University
Doctoral work in HR / OD
1990 - Present


Chapman University



Leadership / Executive Development

Succession / Talent Review