Global Transformation Leader
Project case studies
Driving employee engagement and commitment during an acquisition
A leading multi-national healthcare company
announced their intention to acquire a competitor’s patient recovery businesses for $6.1B. These businesses were comprised of more than 10,000 operations, field sales, and business support professionals around the globe.
This was one of the largest acquisitions of its kind in the healthcare industry, and the fastest, with only 15 weeks between deal announcement and transaction close.
Because of the short timeframe, the transition of many systems and applications were delayed under a transition services agreement.
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I led a team of manager- and director-level professionals to execute employees’ cultural onboarding and the transition of their day-to-day essentials: title, compensation, benefits, HR processes and tools, work location, badge access, email address, network credentials, IT help desk support, company phone, company car, travel and expense cards, travel booking process, and expense reporting process.
Conceptualizing, building, and launching a corporate experience center
Cardinal Health's Executive Leadership Team allocated funding for an “Experience Center” to be built on the campus of its Dublin, Ohio, headquarters.
The Center was to use immersive, experiential design to tell the company’s story and to reinforce its brand.
The budget was set at $20M, and an architectural firm was commissioned to design and build a 7,000 SF to the lobby of the East Campus building.
I was brought into the company as creative director and program leader for the design, build, and launch of the space.
Developing and executing semi-annual Sales Leader Summits
The world’s largest independent channel for document management systems and services had just completed their implementation of a Six Sigma program, moving to a culture of continuous improvement.
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As organizational improvements were made, it became clear that many managers were having trouble keeping up with new expectations: increased demands, learning to coach instead of command, and managing their time effectively.
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This falling behind had a negative effect on overall performance, causing the Western US sales region to become the worst-performing in the country.
The solution was to bring together all sales leaders twice a year, in a neutral environment, to be grounded on the company’s expectations of them, to learn and practice the leadership skills they should be exhibiting, and to network within a larger team of people experiencing the same changes.
