Business-oriented talent management professional with exceptional coaching, program, and leadership skills. Innovative, passionate, results-driven.

COMPANY	POSITION HELD	DATES WORKED
AIG Retirement Services	(Confidential)	2/2005 - 2/2008
RAAQ Consulting	(Confidential)	10/2003 - 1/2005
Halliburton/Landmark Graphics	(Confidential)	8/1998 - 9/2003
USAF	(Confidential)	3/1992 - 7/1998

SCHOOL	MAJOR	YEAR	DEGREE
Graduate Theological Foundation at Notre Dame	Adult Learning	2003	Doctorate Degree

Highlights:

AMERICAN INTERNATIONAL GROUP February 2005 - Present Vice-President, Talent Development & Organizational Effectiveness. Houston, TX. Lead a staff of 12 organization development consultants and trainers for a population of 7,000 employees. Division revenue exceeds $20 billion. Report to the SVP of Human Resources, serving 8 profit centers throughout the U.S. • Implemented a high performance coaching process, with 20 internal coaches focusing on key talent. Clients accomplished 3 business goals over 6 months, resulting in an ROI of 12:1 • Designed, developed and delivered a three-course curriculum on Diversity and Inclusion to 5,000 participants at 8 profit-center sites. • Managed an information systems transition project, focusing on business user readiness deliverables, saving the organization $465,000 and six months in implementation • Designed an electronic dashboard to facilitate the financial rollover center in retaining over $27,000,000 in assets. The dashboard brought $135,000 to the bottom-line (based on 50 basis points) • Secured state training grants valued over $985,000 in California, Arizona, Texas and NJ • Designed and implemented a balanced-scorecard approach to corporate goal-setting, improving the retention of key talent by 20% (saving $15 million) • Utilized a human capital model to formulate workforce planning for critical positions in IT, Finance and Customer Service. This in turn reduced the time-to-fill from 65 days to 42 days • Designed and implemented a Strategic Talent Planning & Development process, focusing on the development and retention of key talent • Developed an ROI model to assess training, coaching and OD interventions • Built a database to track and manage chosen successors and key talent by gender, ethnicity, generation, and readiness gap. Reported quarterly to the CEO on his “Talent Portfolio” • Developed a leadership curriculum to be used at all 8 sites, with prescribed courses for each level of management • Designed a sales curriculum for external wholesalers, which the stakeholders deemed so successful, that a sales training group was added to my team • Led a project to consolidate two software tracking systems into one, realizing an ROI of 8:1 over a two-year period • Served as a subject matter expert on generational differences and business opportunities to the AIG Corporate Office, LIMRA, and American General Life Insurance Company • Implemented a Strategic Business Partner method and toolkit for AIG Human Resources, resulting in 4 new projects that realized a 5:1 ROI. RAAQ CONSULTING FOUNDATION October 2003 – January 2005 Independent Consultant & Speaker. Houston, TX. Provided professional presentations and workshops to over 100 clients in various industries on global demographics, workforce planning, and leadership talent pipeline approaches. Clients include the CIO Forum, NCI, PMG, LIMRA, Shell, BP, AIG, Women in Computing, the Human Resource Planning Society, and Allstate. HALLIBURTON CORPORATION/Landmark Graphics August 1998 - September 2003 Senior Manager, Global HR Development. Houston, TX. Provided learning strategy and services to a population of 35,000 employees with annual revenue of $12 billion. Reported to the Corporate Director of HRD. Developed ROI models for development units and led succession planning process for the company. Oversaw 15,000+ online and classroom instruction units monthly to employees and customers. Outlined strategies and solutions for the enterprise globally. • Designed and led the “Leadership through Innovation (Vanguard)” program for 20 high potentials. Each participant led a team through a project-based challenge and reported the ROI to the product service line executive team. Average ROI was 4:1 • Built competency gap-reduction programs in three areas, resulting in 40:1 ROI • Led the internal SAP facilitation team over an 18-month period, accelerating implementation at a cost-savings of $1,600,000 • Leveraged key partnerships with vendor-partners to drive costs down 40%. • Redesigned the Sales Certification process for 120 key salespeople in six product-service lines • Led the President’s Seminar, a 12-month talent development program for 24 high potentials. Each of the 4 teams was provided a leadership development curriculum based on the new leadership competencies and is given an organizational dilemma to solve and present to the Management Committee • Designed the succession planning process for the top 10% of leadership. • Led the strategic planning process of Energy Services Group for three years • Branded company culture as a tool to improve attraction and retention • Resolved an energy industry shortage of experienced technicians by leading a 12-week immersion curriculum, based on technical competencies. Also offered to external customers for a fee • Initiated and implemented organizational diagnostic survey to guide leadership decisions, piloted in one business unit and later rolled out to the entire organization (85,000 people) UNITED STATES AIR FORCE March 1992 – July 1998 Director, Organization Development, Training & Innovation. Various Postings. • Served on a Department of Defense task force to study the effects of generational value differences in training, recruiting, retention, and planning • Named “Company-grade Officer of the Quarter” for producing a world-class video introducing the Office of Innovation to the USAF Flag Officer corps • Led 8 Total Quality Management Tiger Teams to implement improvements in medical centers, technical training programs and other support functions • Designed courses based on USAF leadership competencies and Peter Senge’s Fifth Discipline work • Implemented a learning review program for curriculum roll-out in two commands • Designed and co-led quarterly strategic planning reviews • Gave over 100 presentations on generational factors affecting leadership to Field-grade officer groups EARLY CAREER Episcopal Schools of the Southwest May 1989 – February 1992 Education Consultant. Lake Charles, LA and Houston, TX. EDUCATION Master of Business Administration In progress Graduate Foundation at Notre Dame Doctor of Education 2003 Graduate Foundation at Notre Dame Master of Organization Development/Studies of the Future 1998 University of Houston Master of Liberal Arts 1989 University of Toronto Bachelor of Arts, Humanities 1985 University of Louisiana-Lafayette CERTIFICATIONS • High Performance Coaching • Strategic Business Partner Coaching • Systems Thinking • Strategic Innovation • Myers-Briggs Type Indicator • Kirton Adaption-Innovation System • Virtual Team Leader Training • Spiral Dynamics Large Systems Change process • Creative Problem-Solving Methodology • 7 Habits of Highly Effective People & 4 Roles of a Leader • Corporate Storytelling (Sales training) • Facilitative Leadership (Interaction Associates) • Aarthun’s CVA Financial Training • DDI

Companies I like:

Costco, Pixar, BP, Ikea, Wholefoods

Strategic Planning
Organizational Process Design
Workforce Planning
Training
P&L responsibilities
Presentation
Software Implementation
Innovation management

• Organizational Development
• Talent Management
• Leadership Development

Currently lead all talent development and organizational effectiveness activities. Serve as the scout for innovative "HR" solutions to business requirements.