TRANSFORMING PERFORMANCE INTO PROFIT a jm1200e8c@westpost.

net Award-winning Talent & Organizational Development Executive who boosts the botto m line by building high functioning organizations through organizational perform ance, talent management, learning, and operational excellence. Innovative strate gist with a apassion for actiona adept at aligning people, systems and processes with vision and strategy to improve organizational and individual results, cust omer loyalty and profitability. High-energy relationship builder able to mobiliz e diverse stakeholders across the enterprise around common vision. Key accomplis hments include: * Grew staff satisfaction and retention by 25% through enhanced feedback tools. * Increased patient satisfaction from 17% to 90% via innovative leadership/staff development, change management, and service excellence methodologies. * Key team member awarded the Malcolm Baldrige National Quality Award for enterp rise learning and performance excellence; efforts also resulted in a return on n et assets of 169%. Seeking to help company improve people, performance, and profitability through leadership development and learning initiatives. Skills for Maximizing Organizational Performance * * * * * * * * * * * * Leadership Development/Coaching Talent Management Performance Management/Improvement Team Building/Conflict Resolution Change Management/Culture Change Program Design & Delivery Learning and Business Alignment Needs Analysis/Assessment/Evaluation Presentation/Facilitation Employee/Staff Development Process Improvement Employee and Customer Loyalty

Blending Strategy with Execution to Create High Performance Organizations Spectrum Forensics, LLC, Phoenix, AZ/Charlotte, NC a" Technology solutions compa ny specializing in digital discovery and computer forensics. BUSINESS AND PROCESS IMPROVEMENT CONSULTANT 2010 a" present As part of the strategy to expand the Western region, company needed to strength en internal processes and build brand awareness required to grow. Perform quality audit of processes related to e-discovery and computer forensics . Develop business through research, lead generation, prospecting, networking an d in-person appointments. * Brought new hires up-to-speed more quickly via creating technical thesaurus. * Enhanced name awareness and recognition in Western region. Scottsdale Healthcare, Scottsdale, AZ a" Nonprofit hospital system with 6,500 em ployees and three acute care hospitals. ORGANIZATIONAL DEVELOPMENT CONSULTANT 2007 a" 2009 Company strategy involved increasing patient satisfaction and physician retentio n levels in order to improve operations and profitability. Partnered with management and individual business units to design and implement organizational development, and change initiatives that enhanced organizational/ financial performance, employee engagement, physician/staff retention and patien t-and-family satisfaction. * Increased patient satisfaction scores to 90%. * Improved physician retention through aPathway to Physician Loyaltya program.

* Reduced human errors and increased adherence to patient safety standards by 10 % through enterprise Safety Coach program. * Improved productivity and surpassed budget target of $2M via Financial Steward ship Series. * Grew staff satisfaction and retention by 10% through enhanced feedback tools. * Built pipeline of ahigh potentiala leaders through Talent Management initiativ es and leadership coaching. Banner Health, Phoenix, AZ a" Nonprofit hospital system with >35,000 employees a nd 23 hospitals in seven states. DIRECTOR a" ORGANIZATIONAL DEVELOPMENT AND LEARNING 2003 a" 2006 Corporate issued a mandate a" increase patient satisfaction scores to the mid-80 th percentile by end of year or workforce changes would be required. Teamed with multiple stakeholders in diverse locations to create and implement c omplex programs around patient satisfaction, employee engagement and performance . Aligned organizational development, leadership development and training soluti ons with business strategies to achieve market leadership in clinical quality, c ustomer service and operations. Reported to hospital CEO. * Increased patient satisfaction from 17% to 90% via innovative service excellen ce methodologies. * Improved employee engagement for Banner Mesa by 15%. * Boosted employee engagement for Banner Behavioral Health by 25%. * Earned the highest aCare Transformation Readinessa Survey scores across AZ reg ion. * Received commendation from CEO for exceeding all corporate patient care standa rds. The Vanguard Group, Malvern, PA a" One of the largest mutual-fund managers in th e country. PERFORMANCE CONSULTANT 2001 a" 2002 To achieve greater profitability, the Financial Services division needed to iden tify and fill any competency gaps in the group. Conducted extensive competencies assessment for financial services division desi gned to improve performance. Collaborated and consulted with business functions around process improvement, leadership development and learning. * Enhanced group performance through comprehensive competencies assessment. * Established pathways to learning critical for advancement within the company. Boeing, Chicago, IL a" Leading manufacturer of commercial/military aircraft in 9 0 countries with >150,000 employees. PROJECT MANAGER a" EMPLOYEE INVOLVEMENT 1998 a" 2000 Company was in the midst of a multi-year culture change, which the general manag er deemed strategically imperative to become a high performance work organizatio n. Directed and coached 13-member consulting team in designing and implementing emp loyee engagement, workforce planning, organizational development and change mana gement strategies. Employed multiple assessments and diagnostic tools that aided in recruiting, succession planning and leadership development. Managed a >$1.5M operational budget. * Achieved a 60% productivity increase, a 57% reduction in unit cost, a 99.8% su pplier on-time delivery rate and $2.8B in revenues from process-focused, custome r-driven improvements. * Key team member awarded the Malcolm Baldrige National Quality Award for perfor mance excellence, efforts also resulted in a return on net assets of 169%. * Built high performance organization through training, coaching and blended lea rning techniques. * Improved cycle times up to 80% and cut costs by partnering with Lean Enterpris e team to launch Accelerated Improvement Workshops and Kaizen events to reorgani ze work. * Led Lean Aerospace Learning Initiative sponsored by MIT. Additional Positions at Boeing (1989 a" 1998): Principal Process Improvement Specialist, Division Operations Senior Training and Development Specialist, Enterprise Training and Development

Process Improvement Facilitator, Delta II Launch Vehicle Program Training Coordinator, Space Station Program Contract Definition Analyst, McDonnell Douglas (1987) Northrop-Grumman Corporation, B-2 Program, Pico Rivera, CA INSTRUCTIONAL COURSEWARE DESIGNER 1988 a" 1990 Education Bachelor of Arts, English, Clemson University, Clemson, SC Masters of Science, Organizational Development, Pepperdine University, Malibu, C A Professional Designation, Contracts Management, UCLA, Los Angeles, CA Professional Development and Certifications Belgard Honest Transformations: Leader Skills, Team Tools GE Change Acceleration Process (CAP); GE Work-Outa* Facilitation Skills Workshop Development Dimensions International: Interaction Management: Exceptional Leader s, Extraordinary Results Myers-Briggs Type Indicator/DISC Personality Profiles/360 Assessments Certified Facilitator/Coach a" MW Corporation Lean Enterprise Certification a" Boeing Achieve Global: Frontline Leadership Core Interpersonal Skills Professional Affiliations American Society of Training and Development International Society of Performance Improvement Arizona Association of Facilitators American Society of Quality a" Lean Enterprise Division Valley of the Sun Human Resources Association National Organization Development Network Pepperdine and Clemson University Alumni Associations