Key Competencies and Results

ï Understand adult learning principles: Based on organizational assessment; created an advanced training process that rewarded managers to be facilitators and trainers, tied training and education to development needs, and created the individual needs data bank. The summary of this data bank was used for planning and budget purposes. Created training programs consistent with organizational needs assessment.
ï Strategic thinker: Created and delivered ìManaging in Turbulent Timesî and strategic planning. As a result, managers have been able to increase their capacity to deal with change and overcome the most difficult aspects of leading employees in times of change.
ï Survey administration/management competencies: Created the BB&T Benchmarking Culture Survey and Values 360, co-developer of the Leadership Skills Inventory 360. Instruments relied on identifying and translating key competencies.
ï Excellent data management: Facilitated the streamlining of processes by eliminating reporting levels and placing more responsibility in the hands of employees. These efforts increased savings and reduced wait time for customers. Quality tools included SIPOC model, brainstorming, KANO analysis, flow-charting, Pareto chart, and fishbone diagramming. Revised and delivered TQM Philosophy and training consistent with Six-Sigma methodology.
ï Strong presentation and teaching competencies: Through training needs analysis, assessed performance gaps. Used this analysis to design and deliver Leadership Development Series which increased the effectiveness of leaders.
ï Team Building: Designed and delivered ìBuilding Highly Successful Teamsî for senior and middle management. Resulting in improved savings and increased team efficiencies.
ï Retention Improvement: Using recognition methodology increased the level of Encouragement and Recognition in the Banking Network, Financial Services, and Operations Divisions. Improved rapport, increased targeted retention, and reduced hiring costs.
Experience

Branch Banking and Trust Co. ñ Winston-Salem, NC 2000 to 2009
Senior Organizational Development Consultant
ï Used the Myers-Briggs Type Indicator, interviewing techniques, 360-degree feedback and Six-Sigma tools to improve the effectiveness of individuals and work teams.
ï Designed and delivered multiple leadership modules: BB&T Leadership Series, The Art of Reading People, Coaching, The Art of Managing Conflict, Embedding Recognition, and BB&T Philosophy-Executing on Mission. BB&T was recognized by ASTD as one of the top 100 companies in America 2007-2008.
ï Co-winner of BB&T Chairmanís Innovation award¨¨- BB&T Values 360-degree Instrument. The BB&T Values 360-Degree Feedback was singled out for distinction in by Training Magazine.
ï Six-Sigma: Revised and delivered TQM Philosophy and training consistent with Six-Sigma methodology.

Celotex Corporation - Tampa, FL 1997 to 2000
Director of Organizational Development and Training
ï Led the transformation effort to create and integrate corporate vision, mission, and values consistent with the new High Performance Work Environment. Actions received high praise for contributing to the most profitable year in company history.
ï Redesigned and implemented the Performance Management Process. The redesign included focus on developing competencies, interviewing, selection, goal setting, 360-degree feedback, employee development, coaching, performance evaluations, and succession planning.
ï Provided change consultation for the company wide ERP implementation. Major focus points were leadership change, organization redesign, and Oracle applications training.
ï Facilitated moving from a traditional order taking mindset to creating a sales-driven organization. Managed and delivered sales training at all levels of the sales force.

Owens Corning - Huntingdon, PA 1993 ñ 1997
Senior Organizational Development and Training Specialist
ï Developed and implemented the strategic process for integrating managers and union officials into a teaming unit and moving people into Self Directed Teams. The Roving Pilot Team increased productivity by 17% and the Mat Line Team improved gross margins from 15-35% for 1997.
ï Lead consultant for the Composites Division Manufacturing/Maintenance Engineer Transition. Results reduced the need for Supervisory oversight by 50% and increased Technical Resources by 50% with no addition to head count.
ï Led the yearly Strategic Planning effort to improve facility efficiencies by 20%.
ï As lead HR consultant, responsible for the first corporate customer co-located manufacturing facility.

Martin Marietta Astronautics Group - Denver, Colorado 1989-1993
Manager of Organizational and Leadership Development
ï Implemented the design, execution, and follow-up of Self Directed Teams resulting in 8,700 people being trained and 300 teams formed. Streamlined processes and contributed directly to documented savings of $6,000,000.
ï Facilitated the change process in Central Laboratories that reduced organizational levels by 50%, and changed supervisory-to-employee ratios from 1:7 to 1:22. This effort improved productivity by 20%, reduced cycle time by 25%, and generated overall savings of $1,000,000.
ï Led the team that created ìThe Supervisory Training Programî for a supervisory group supporting 10,000 employees.

Education and Awards
ï BA History/Political Science, College of Wooster, Wooster, Ohio
ï Organizational Development School and Center, Monterey, California
ï Rotary Wing Instructor Pilot Flight School, Ft. Rucker, AL
ï Rotary Wing Flight School, Ft. Rucker, AL
ï Distinguished Flying Cross recipient