Senior HR Executive and Consultant

Results-oriented HR professional with proven track record of strengthening and t

ransforming the HR function, talent management and organizational effectiveness
to enhance business performance and reduce costs. Trusted advisor to Fortune 500
organizations on people, leadership, organization and change management challen
ges. Broad and deep HR functional expertise in multiple disciplines, industries,
and geographies. Recognized thought leader and speaker on achieving competitive
advantage through effective leadership and human capital management practices.
Experienced analytical problem solver and consultant for top-tier global consult
ing firms.
Areas of Expertise
* Global talent management strategy and execution
* Culture change
* Leadership development, alignment and effectiveness
* Employee and executive value propositions, branding and engagement * Organizat
ional development and effectiveness
* HR function efficiency, effectiveness and impact
* Team building, hiring, coaching, mentoring, & developing top talent
* Workforce Planning and HR analytics
* Global HR strategy and operating models
* Change management and strategic communications
* M&A Integration
* Performance management and optimization
Professional Experience
2007-Present
BOOZ & COMPANY (formally Booz/Allen/Hamilton) San Francisco, CA
(Top-tier global general management consulting firm)
Principal and Human Capital Management Business Leader
Lead a national team who deliver leading-edge talent, leadership and change mana
gement solutions to Fortune 500 organizations. Work with CHROs and business lead
ers to enhance business strategy execution by improving talent management and HR
effectiveness, building differentiated capabilities, and enabling organizationa
l change. Provide thought leadership and develop key intellectual capital for Gl
obal Talent Innovation* service offering.
Representative Engagements
* Developed an integrated branch manager talent model for a wealth management fi
rm that defined critical competencies, built a talent pipeline, defined developm
ent requirements for the next generation of leaders, and redesigned the employee
value proposition to attract top talent. Project leveraged best-in-class organi
zational development and talent management processes to reduce turnover, raise t
he performance bar, and increase revenue and profits.
* Developed a unique and comprehensive talent model for a pivotal talent pool of
a large engineered products company that built differentiated capabilities and
enhanced the performance of this small group of employees who had a disproportio
nate ability to impact company results. Engagement included developing a dedicat
ed "talent forum" championed by the CEO that provided the rigor and accountabili
ty required to build best in class talent.
* Built a new executive talent model for a large retailer who needed to improve
the capability and performance of the executive team given their changing busine
ss model. Defined critical competencies, executive development programs, and ali
gned compensation and performance management to build accountability and create
a high performance culture.
* Developed a "World Class HR" strategy and implementation plan for a Fortune 50
health organization that better aligned HR's services and capabilities with bus
iness requirements. Project included designing a new HR operating model, improvi
ng talent process effectiveness, building new capabilities, and establishing out
comes-based metrics to assess HR's efficiency, effectiveness, and impact on orga
nizational success.
* Redesigned the HR organization and key talent processes for a large retailer t
o support a major company transformation. Project resulted in a new HR operating
model that delivered substantial efficiency gains and effectiveness improvement
s
* Designed a new HR operating model and talent strategy for a global food and be
verage company which improved organizational effectiveness by streamlining key t
alent processes, restructuring the organization to enable HR to deliver more str
ategic value to the organization, and increasing HR's capability and accountabil
ity for delivering improved talent outcomes.
2006- 2007 BUCK CONSULTANTS, AN ACS COMPANY San Francisco, CA
(Global consulting and outsourcing company)
Managing Principal and San Francisco Office Leader
Hired to lead an office of 70 HR consulting professionals. Improved office resul
ts including increasing revenue (over 50%) and improving staff capability. Led s
ales efforts, delivery of engagements and relationship management for major clie
nts.
Representative Engagements
* Retained by the CEO and board of a telecommunications organization to improve
workforce performance by redesigning the employee value proposition. Project enh
anced attraction, retention and engagement of critical talent, and leadership al
ignment and effectiveness while decreasing overall employment costs.
* Retained by the CEO and senior team of a major global chemical distributor to
define a new leadership and people strategy and HR operating model to better sup
port the business and evolving competitive environment without increasing costs.
* Led an engagement for a major retailer that redesigned key HR programs and pro
cesses to improve organizational effectiveness and support an HR outsourcing eff
ort.
2002-2006 MERCER HR CONSULTING Seattle,
WA
(World's largest HR consulting firm, division of Marsh & McLennan, Inc.)
Principal and US Total Rewards Business Leader
Hired to help build Mercer's global Total Rewards consulting business. Led the b
usiness in the US which included developing methodologies and tools, closing maj
or sales and delivering consulting engagements. Worked with business leaders to
implement major organizational and workforce changes that enhanced business resu
lts and competitive advantage.
Representative Engagements
* Addressed strategic talent issues and developed creative and unique solutions
for a major mining company, located in remote hard-to-staff locations globally,
which was facing talent shortages and an aging workforce.
* Identified root causes and designed innovative solutions to reduce undesired t
urnover and employee disengagement for a global technology company. Worked with
senior team to enhance management effectiveness and redesign workforce practices
, performance management and compensation.
* Worked with a large specialty retailer to identify the impact of people practi
ces on business performance. Found that high-performing store managers were one
of the strongest levers in profitability and revenue growth. Developed a compel
ling value proposition and other talent changes to attract and retain more high-
performing management talent.
2000- 2002 DELOITTE (Deloitte & Touche) Seattle
, WA
(Global accounting and consulting firm)
Partner and Managing Director, Human Capital Advisory Services, Pacific Northwes
t
Hired as a regional partner to build a Human Capital consulting business coverin
g a six state area. Sold and led major consulting engagements, built and develop
ed a team, and collaborated with other internal and external business leaders on
multi-functional opportunities and engagements.
Representative Engagements
* Led a major engagement to transform the culture and talent programs of a globa
l architectural and engineering firm to address succession planning challenges,
improve its organizational and workforce effectiveness and performance, and attr
act top talent.
* Worked with a large aerospace company to align its talent and human capital pr
ograms to support a major change in its manufacturing processes.
1989- 2000 TOWERS PERRIN (Now Towers Watson) Seattle, WA
(Global top-tier HR consulting firm)
Principal and Practice Leader
Hired to grow and lead the health and welfare consulting practice serving five s
tates in the Pacific Northwest. Served as a national expert resource in a number
of areas including Total Rewards, Flexible Benefits, Absence Management, Benefi
t Strategy, and Health Care Strategy. Led major assignments in diverse industrie
s.
Representative Engagements
* Refined the people strategy for a global specialty retailer to address diversi
ty issues, and developed tailored value propositions for their key employee segm
ents.
* Worked with senior leaders of a large transportation company to identify key c
ultural and workforce issues that were inhibiting high performance. Developed a
series of interventions to address leadership team alignment and identify the p
rioritized talent program changes required to improve business outcomes.
* Conducted due diligence and led development of a new people and reward strateg
y for the merger of two super-regional banks.
Education
* University of California, Los Angeles, B.A., Political Science, Cum Laude
* Various executive and professional development programs sponsored by Center fo
r Effective Organizations (Univ. of Southern California), Wharton School, Univer
sity of Pennsylvania, Corporate Executive Board (Corporate Leadership Council),
Human Capital Institute, and World at Work
Selected Recent Publications
* "Global Talent Innovation: Strategies for Breakthrough Performance", Booz & Co
mpany, 2009
* "Building Talent Advantage in Recession & Recovery: A Memo to the CHRO", Booz
& Company, 2009
* "Building Talent in a Time of Layoffs", Strategy & Business, 2008
* "Capturing the People Advantage: Thought Leaders on Human Capital", A Strategy
& Business Reader, 2007