Experience

Human Edge

• Switzerland
• Human Resources Services
• 1 - 100 Employee

• Executive Director

  • Jan 2018 - Present



Novartis

• Switzerland
• Pharmaceutical Manufacturing
• 700 & Above Employee

• Global Head of Talent Innovation and Predictive Analytics

  • Jan 2016 - Dec 2017

  Responsible for bringing innovation across the whole employee life cycle including talent management and acquisition, leadership development, diversity and inclusion, and performance management. This includes providing thought leadership and architecting Strategic Workforce Planning, Predictive Analytics and Performance Management across the enterprise. Led the enterprise initiative to modernize the Performance Management process including managing C-suite Steering Committee and Senior Leaders Stakeholders to make recommendations for implementation in a period of five months.Designed a new architecture for Strategic Workforce Planning for integration in future business process and systems, and for building new organizational capability.

• Global Head of Talent, Leadership and Staffing

  • Oct 2013 - Dec 2015

  Responsible for leading a team of 11 direct reports and 14 functional reports in designing and delivering the talent management strategy and practices across Pharmaceuticals Division (55’000 employees). This included developing diverse leadership and general managers, building an internal and external talent pipeline, talent scouting and filling key senior roles, and managing the annual talent review process.Developed new talent management strategy for the Pharmaceuticals Division and roadmap for implementation.Partnered with the Pharmaceuticals CEO and his executive team to bring talent discussions on the management agenda, which resulted in increased visibility and movement of talent. Transformed the Talent Acquisition model and prepared for a corporate-wide shared services model. Redesigned our women leadership program in partnership with Duke University to accelerate female leader to reach most senior levels in the company. Designed and implemented internal transition coaching for senior leaders by building internal capability, which led to $3M savings and higher success and promotion rates of senior leaders. Led initiative to roll out new Values & Behaviors across the Pharmaceuticals Division and co-created the roadmap at corporate level.



Integrated Leadership Inc.

• President

  • Jun 2011 - Oct 2013

  Integrated Leadership Inc. is a human capital consulting firm that enables organizations to reach peak performance by increasing leadership capacity. This is accomplished through a focus on five key areas: coaching, talent and leadership development, team performance, and performance management. The work is completed by aligning organizational infrastructure with current initiatives to reach the long-term strategy. Our objective is to build leaders who are self-aware and aligned with organizational objectives. We focus on working with leaders who drive for results and, most importantly, engage their employees at the highest level.



MetLife

• United States
• Insurance
• 700 & Above Employee

• Vice President, Leadership & Management Development

  • May 2009 - Jun 2011

  Responsible for the strategic direction and execution of enterprise wide initiatives including global performance management, leadership and management development, competency management, and 360 Assessment. This includes partnering with senior line leaders and HR to drive large scale change across the organization. It also includes creating customized leadership programs for specific lines of business as needed.Achievements:Designed and executed a nine month cutting edge high potential leadership program, including three distinct modules that incorporates leader led assessment and facilitation, individualized one-on-one coaching, peer coaching, business simulation, and Harvard micro simulations.Developed three year strategies for performance management, talent management, and leadership development.Implemented an electronic performance management system for 26,000 employees, including determining system requirements, change management, training, service delivery support, and measurement.Revised the entire leadership and management development curriculum in a three month period, including building three new programs and developing administrative, participant and facilitation guides for all programs.Automated the administration of our leadership program through the LMS system creating, 30% more capacity to deliver additional leadership programs.Developed two customized leadership programs, to address issues from the associate survey, for 3500 leaders across two business units including leaders guides, participant guides, assessment tools, videos, and administrative guides in a two and half-month period.



Pfizer

• United States
• Pharmaceutical Manufacturing
• 700 & Above Employee

• Director, Leadership Development

  • Dec 2003 - Dec 2008

  Responsible for being a trusted advisor in developing and executing individual and leadership development, transformational cultural change, and employee engagement strategies for the Worldwide Pharmaceuticals Operations group. This includes developing an integrated approach that links the business with development through cutting edge leadership programs, performance management, talent management, assessment, leader-led learning, technology, metrics, and sustainability. In addition, provide executive coaching to VPs and above and customized interventions to senior leadership teams. Achievements:Designed and executed a cutting edge leadership business simulation program for high potentials including a customized 360, leader led assessment, and individualized one-on-one coaching.Designed Building Strategic Partnership program and delivered to 300 colleagues and leaders across an enabling function in eight months.Designed and executed 10 change management initiatives with senior executive teams in three business units by shaping culture and driving performance through improved employee engagement and reducing turnover by 10%.Designed and executed a talent development process that uses business strategies to develop workforce planning for both short and long term success.Led talent management review process for the technology management organization including training 30 leaders in using the six-box grid, facilitating placement of key talent, and conducting succession planning in a 2 month period.Led the development and design of leadership capabilities and a 360 degree assessment process including internal database system, two questionnaires and support to determine leadership bench strength and organizational priorities in a twelve month period.Designed an internal executive coaching process and practice area that focuses on leaders in critical transitions at the VP and above level that increases leader effectiveness.



INTEGRATED LEADERSHIP LLC

• Leadership & Organizational Development Consultant

  • Oct 2002 - Nov 2003

  Responsible for starting and managing the consulting practice, including the strategy, marketing, sales, business development, and day-to-day business operations. This includes designing interventions for clients that are linked to strategy, have support mechanisms, and drive bottom-line results. In addition, provide one-on-one life and executive coaching to individuals that want to further grow their capabilities. Developed a model and assessment tool for employee engagement and co-wrote an article.Coached Senior Executives



Philips Lighting

• Netherlands
• Appliances, Electrical, and Electronics Manufacturing
• 700 & Above Employee

• Leadership & Organizational Development Consultant

  • May 2000 - Oct 2002

  Responsible to support the Board of Management, regions, and product divisions to create leadership talent (bench strength) for the future by designing a global learning architecture and key processes for high-profile employees worldwide. This includes content design, tools, talent management and the global deployment of the process worldwide.Achievements:Led 15 development centers for high and top potentials worldwide, documented the process by creating facilitator notes, and improved the training for the assessors.Designed and developed the training for the new global people performance management process impacting 45,000 employees worldwide including the design of five hours of customized e-learning, executive briefing, train-the-trainer program, train-the-trainer facilitator guide, and HR training.Managed and designed the development of an internal 360 degree Lotus Notes application.Designed a global cultural change intervention, which included the design of new corporate values in a 3-month period, including the design of behavioral anchors to be used in the performance management process. Designed an executive 360 questionnaire to support the 660 executives worldwide in a one week periodDesigned the leadership architecture for high profile employees including the latest research in the field of leadership and executive development



Philips

• Netherlands
• Hospitals and Health Care
• 700 & Above Employee

• Leadership Development Training Consultant

  • Mar 1999 - May 2000

  Responsible for the design and program management for the leadership training curriculum for high profile employees. This includes designing all programs around the Philips Leadership Competencies and facilitating and managing the development assessment centers for the North American region. Responsible for consulting with HR managers throughout the North American region including Canada and Mexico for all management development training needs and all train-the-trainer activities for the HR community for management development activities.Achievements:Designed a 3 - 5 year leadership development process for the high potential target group.Designed and delivered a train-the-trainer for the high potential development assessment centers for HR partners including a leader's guide and supporting materials in a three week period.Redesigned one day Assessor training for the development assessment centers.Redesigned four leadership programs to reflect the behaviors of the Philips Leadership competencies including incorporating 360-feedback.Facilitated 10 talent review discussion across 5 different business units based on development center results.Responsible for advising business leaders on succession planning and conducting talent management reviews.



CHASE MANHATTAN BANK

• Assistant Vice President/Training Manager

  • Feb 1996 - Mar 1999

  Responsible for consulting with line management to manage large complex projects that include assessing, designing, delivering, and measuring training for Chase Technology Solutions. This includes managing the training for Global Services Associate Program for 25 employees and managing the Encoding Training function across two site locations, three trainers, and one Intern. Responsible for facilitating High-Performance Team Leadership sessions to all levels of the organization. Achievements:Conducted focus groups to determine needs of Global Services Associate Program and designed a training curriculum for the 18-month program, in a period of two months, including all research and vendor selection.Designed and developed five programs for image technology including CBT, leader's guides, job aids, and supporting materials across the Northeast and Southeast Regions.Designed and delivered an eight-day train-the-trainer for line managers in creating a high performance culture. This included designing a co-facilitator guide and a facilitator guide for participants.Facilitated workshops for leaders to interpret their employee motivational survey data and guide them through the development of their action plans.Designed a half day customized team building session for the Commercial Loan Operations group, and delivered the course to 230 participants over a two-and-a-half week period.



American Express

• United States
• Financial Services
• 700 & Above Employee

• Leadership Training Manager

  • Jan 1994 - Jan 1995

  Responsible for deploying the leadership curriculum for 6,500 managers worldwide, overseeing a network of 20 regional deployment consultants and two support staff. Managed instructional redesign, development and deployment for all new or improved courses. Facilitated process improvement team projects surrounding leadership processes and trained regional deployment consultants and support staff on changes as needed.Managed the overall deployment of 140 courses worldwide and managed rollout of director level and above upward feedback process to include 2,000 managers.Designed new leadership course for employees without direct reports and redesigned six leadership courses in modular format including leader's guides and deployment strategies on a worldwide basis. Developed and managed a $4.6 million budget for leadership training with savings of 27% in overall spending for 1994.

• Program Coordinator

  • Jan 1990 - Jan 1994

  Responsible for coordinating the quality curriculum worldwide and managing the development of course redesigns. Managed budget administration and documented continuous process improvement efforts.Achievements:Designed, delivered, and deployed Team-Based Problem Solving course worldwide.Implemented training standards worldwide eliminated redundancies around computer software, participant guides, and leader's guides.Redesigned benchmarking materials into modular format to allow training to be conducted on an "as needed" basis.