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Work Background
SOUVENIR FRANCO AMERICAINVolunteer Staff
May. 2019Draguignan, Provence-Alpes-Côte d'Azur, FranceWorld War II Remembrance American Volunteer responsible for:
- Fund raising in the United States - Media out reach
- Engaging political leaders in Congress to advocate for SFA and its mission
Enterprise 360Senior Program Manager
Nov. 2017 - May. 2020United StatesConsulting
RaytheonSenior Program Manager - Organizational Effectiveness
Jan. 2016 - Aug. 2017Washington D.C. Metro AreaOrganizational Effectiveness Senior Program Manager Driving Change and Culture Organizational Effectiveness/Design Strategies to strengthen business performance. Lead OE consultant for Cyber Security Mission Area, Supply Chain, and Integrated Operations .
Regulatory Affairs Professionals Society (RAPS)Vice President of Talent Management
May. 2014 - Dec. 2015Washington D.C. Metro AreaDeveloping and managing a multiyear strategy and business plan to introduce workforce solutions products and services that will help members identify, grow, develop and deploy the regulatory talent that their organizations need to achieve their operational objectives.
U.S. Department of Housing and Urban DevelopmentGovernment Contractor - Change Management Lead
Dec. 2013 - May. 2014Washington D.C. Metro AreaHUD Contractor - Change Management Lead NGMS Reverse the client’s negative perception of the Contracting Team within 7 days avoiding the cancellation of a 1 million dollar contract. Designed, developed and obtained final approval for an NGMS tagline within 30 days of joining the team. Designed, developed and launched key messages that will be utilized to tell the NGMS Story within 45 days of joining the team.
Created and produced the General Deputy Assistant Secretary’s Industry Group Presentation on NGMS within 50 days of joining the team.
Naval Sea Systems Command (NAVSEA)Executive Development/OD & Learning - Contractor Program Manager
Apr. 2010 - Nov. 2013Naval Sea SystemsDesign, develop, and stand up a NAVSEA Enterprise Talent Management Office (ETMO), in partnership with my client, that meets the needs of providing a strategy to identify, develop, and deploy 57000 employees and 93 executives who execute the operational goals of the Command. The ETMO was operational within 2 months of the Talent Management Instruction being signed with all 4 Integrated Business Operations Teams (IBOTS) working with approved charters and rolling out or piloting major deliverables within 7 months of the charters being established. Designed the new Commander’s Executive Fellows Program which has been created to provide university based, experiencial, and blended learning experiences that prepare GS 13 and above candidates to be qualified to apply for Deputy Program Managers, Program Managers, SES, ST,SL,or SSTM billets. The program includes a leadership simulation that assesses, while it teaches, so that participants can execute against a more informed learning agenda Designed, developed and implemented a process to create executive development plans for 94 % of Senior Executives reviewed by the Department of The Navy's Senior Talent Management Panel at their annual meeting within 4 months of receiving the mandate to achieve this objective. Additionally, 100% of all NAVSEA STs, Sls, and SSTMs have also created executive development plans using the same approach we employed with the SES population. This process was recognized by OPM as a "2012 Federal Government Best Practice" in the area of executive development. Designed a communications approach for the ETMO that includes a social media component in partnership with our client and the NAVSEA Public Affairs Office. A Communications Plan was finalized and rolled out within 7 months and is currently being socialized and executed utilizing traditional and nontraditional communication delivery channels
Naval Sea Systems Command (NAVSEA)Executive Development/OD & Learning - Contractor Project Manager
Oct. 2009 - Apr. 2010Designed, developed and implemented an executive coaching pilot for the Department of the Navy launching the program within 45 days of receiving funding and identifying alternate resources when budget cuts resulted in less capital being available to run the program, conduct assessments, and provide infrastructure support Designed a branding and communications strategy for the newly created Executive Management Program Office that includes an EMPO tab public portal site featuring information for and about 300 Department of the Navy Senior Civilian Leaders resulting in a user friendly resource for this population Wrote Executive Updates from our Deputy Assistant Secretary of the Navy as well as other EMPO communication treatment pieces that are developing the department’s reputation as a value added source for executives to manage their careers
Lockheed MartinOD/Change Management Engineering Lead - Analyst Senior Staff
Nov. 2007 - Sep. 2009Reduced the number of client and HR professional hours required by 20% to support 9 Executive Talent Review Meetings and prepare roll up materials for the Executive Talent Interchange (which is chaired by Lockheed Martin's CEO) while increasing the quality of deliverables Designed and Developed a Communication/Change Strategy for our 60 million dollar Software Systems Initiative (SSI) within 60 days, saving my client $65,000 in consulting fees and jump starting a stalled communication/change effort. This included partnering with the VP Software Systems and the SSI Leadership Team to create a mission, goals, and objectives for the project. Other deliverables included a Unity Storefront, videos, and other SSI treatment pieces Designed and implemented a Structural Assessment Process to reorganize Corporate Engineering enterprise wide. Deliverables included a process to map "as is" and "to be" organizations, a master implementation plan to stand up the new organization within 5 months, a communication and change strategy, and all communication treatment pieces Developed a Communication Strategy and Plan for the 2009 restructuring of Enterprise Business Services, our internal IT Support organization (9,000 employees) within 9 business days. Deliverables included 23 communication treatment pieces that were used to explain the business case for this change to a total organization population of 50,000 as well as employees in the impacted departments
Johnson & JohnsonConsulting Director
Apr. 2005 - Nov. 2007Created a Cognitive Style SWAT analysis that J&;J leveraged during the acquisition of Pfizer Consumer saving time and money by addressing potential strengths and weaknesses in the integration leadership team’s decision making process Led a Senior Leadership Team Development Process for a divisional Senior Human Resources Leadership Team creating an action plan to address Credo Survey results that were targeted by clients and employees as areas of vulnerability Co led the design of a restructuring of J&J Canada’s Consumer Sales Force resulting in a renewed focus on priority customers that led to a return to double digit sales growth after 3 years of decline in sales numbers Managed key client relationships and increased consulting assignments by 40 % delivering on time and within budget results. Developed new business and created statements of work that included project cost information winning 95 % of all business that was bid. Reached my target billable rate of 75% billable within 70 days and then regularly exceeded monthly targets for billables
SAICOD/Leadership Strategy DoD Senior Consultant
Apr. 2004 - Apr. 2005Led a team that created business plans that were used to secure increased funding for our client who was a Deputy Undersecretary of Defense within DoD Co authored a proposal that led to a contract being awarded to SAIC from Homeland Security to work on issues of communication interoperability in the event of a man made disaster Won additional funding for SAIC on a 10 million dollar DoD contract to supply executive coaching services to the Deputy Undersecretary of Defense and her direct reports
American Red CrossExecutive Director Learning & Organization Development
Jun. 2003 - Oct. 2004Led a department of 60 people managing a budget of 7 million dollars with 7 direct reports providing technical and non technical professional development opportunities for 33,000 employees and 1 million volunteers in over 1200 national locations Led my team as part of an organization wide effort that trained and put 18,000 relief workers on the ground within 10 days during the 2004 hurricane season Served as lead OD consultant to the CEO of Biomedical Services, the COO of the American Red Cross, and the CFO of the American Red Cross, during 3 major restructuring efforts that impacted all lines of service and most functional areas with a 30 % overall reduction of organizational operating costs
American Red CrossSenior Director of Talent Development
Mar. 2002 - Jun. 2003Led a department of 30 employees and managed a budget of 4 million dollars to provide OE, OD, and Training products nationally for 7 lines of service and 5 support areas Created a strategy for enterprise wide leadership development targeted at the organization's "top 200" and the High Potential populations that resulted in the identification and promotion of more qualified internal talent Reorganized a department of 30 employees into a Talent Development function improving customer service levels and cutting costs by 33 %
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