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Work Background
TBC CorporationVIce President, Organizational Learning & Development
Oct. 2022 - Apr. 2024Palm Beach Gardens, Florida, United StatesServes as a strategic leader and trusted advisor on all learning and talent development solutions, initiatives and programs that improve organizational performance, prepare team members and leaders to execute our strategy and deliver key business objectives. Partners with business leaders and all people across the organization to assess the dynamic needs of the business and industry environments to strengthen the talent and leadership pipeline.
Christiana Care Health SystemVice President, Strategic Learning & Development
Aug. 2019 - Jun. 2022Newark, DelawareGuided the Strategic Learning and Development Team's delivery of organization development, content development, and learning technology services to over 25,000 caregivers and contractors.
• Overhauled leadership development programs from in-person to virtual delivery, saving $100K/yr in expenses
• Built 360-degree feedback tool based on key leadership behaviors enabling individual development plans
• Integrated use of lean and six sigma improvement tools and techniques with expected, standard leader behaviors, reducing cycle times for key processes in sterilization, patient escort, and learning content development
Quest DiagnosticsSenior Director Learning & Leadership Development
May. 2016 - Jul. 2019Lenexa, KSConnected stakeholders to organization-wide learning and leadership development resources, addressing skills and behavior gaps identified during learning needs analysis in business units. • Led key transformations of business processes and organization transitions using certified skills in People-Centered Implementation techniques, achieving all targeted goals after start-ups.
• Partnered with QMS Team on leadership development curriculum including continuous improvement inter-activity in curriculum
• Launched Cornerstone integrated talent management system on-time and within budget. Collaborated with stakeholders to improve recruiting, learning, performance, and succession planning processes.
Black & VeatchGlobal Head, Learning
Jan. 2013 - Dec. 2016Overland Park, Kansas• Led professional skill and career development, project management, leadership development, and change management programs with global staff in units embedded across the Americas, Asia Pacific, India, Europe, Middle East, and South Africa
• Launched the new Success Factors Learning Management System on-time and within budget, saving $250K/yr in budgeted expense
• Established global orientation and onboarding program for 10,000 employees across all businesses and global geographies
Honeywell InternationalDirector, Organization Development & Learning Curriculum
Nov. 2009 - Sep. 2013Olathe, KSSpearheaded global initiatives for Integrated Supply Chain, Engineering, and Information Technology functions. Developed learning strategies for line Vice Presidents reporting to CEO. Established change management approach to organization structure and decision-making.
• Drove leadership development of high-potential talent, transitions, change management, business partnering, lean manufacturing, new product development, and information systems globally for over 100,000 employees
• Initiated use of virtual classroom and standard authoring tools for on-line learning, realizing a cost savings of $100K/yr in operational expenses
Honeywell Federal Manufacturing & TechnologyManager, Site Organization Development & Learning
May. 2007 - Nov. 2009Kansas City, MOSite leader of organization development, talent, performance management, and learning processes for Aerospace, Defense & Space engineering and manufacturing site of 2400 employees.
• Facilitated the President's Site Leadership Team on talent management processes
• Managed Plateau Learning Management System as part of the National Nuclear System Administration plants and lab sites
• Created Leadership Engagement and Development (LEAD) Engineering Fellowship Program curriculum and experiences
• Steered the Kansas City Responsive Infrastructure Change Initiative, Manufacturing and Sourcing (KCRIMS) workforce planning program
o Assessed site's culture as a basis for writing workforce plan assisting in relocation of 2400 employee government engineering and management operation
o Modeled workforce retention and skills utilization using Monte Carlo simulation as a basis for workforce planning
o Modified site's Management Resource Review career planning process to restructure support jobs across Defense Complex
Midwest Transplant NetworkQuality and Information Systems Manager
Feb. 2003 - May. 2007Westwood, KansasManaged Quality programs, learning, and change initiatives addressing organ and tissue recovery processes for transplant involving regulatory requirements enforced by the United Network of Organ Sharing and the Food & Drug Administration.
• Slashed usage of paper documents by modernizing processes for remote case management using tablet computers, simplifying effort, and decreasing cycle time to deliver vital information to transplant centers, saving processing time valued at $500K/yr
University of KansasAdjunct Faculty
Aug. 1993 - May. 2013Overland Park, KansasResponsible for classroom and distance learning for required and elective topics to complete the Engineering Management Master of Science Degree. Designed curriculum, project work, evaluations, and delivered in-person as well as virtual instruction for the following courses:
• PMGT 833: Project Management
• EMGT 823: Management of Internal Engineering Projects
• EMGT 809: Personal Development for the Engineering Manager
Procter & GambleVarious Manufacturing and Engineering Manager Assignments
Jan. 1984 - Dec. 2001Kansas City, Kansas and USAssignments included: Team Manager, Process Controls Engineer, Site Total Quality Leader, Site Reliability Manager, Process Safety Manager, and Site Integrated Risk Manager. Responsible for staff development and performance of department procedures in chemicals operation, controls & information systems, equipment maintenance, quality, and risk. Increased productivity and reduced operating expenses $300K/yr by converting a chemical plant's operation from pneumatic controllers to a microprocessor-based system Established the site's Total Quality education and training plan. Educated 300 technicians and managers on statistical process control and Total Quality principles. Coached team members on tools to reduce over-pack of bottles at a cost saving of $200K per year Designed and developed curricula for safety and environmental programs. Ensured proper regulatory requirements specified by OSHA, DOT, and EPA were maintained to the scrutiny of government regulatory agency audits. Plant personnel achieved 3.25 million hours without a lost workday case while decreasing injuries.
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