Many projects were 5-6 years in duration, with responsibility that involved organizational or divisional impact I.B.M.--Global Services division, First Data Corporation/Western Union, StorageTek Hewlett-Packard, Sears, Gates Rubber Company, U.S. Department of Interior U.S. Inspector General's Office, City and County of Denver, Land Title Guarantee Red Robin Gourmet Burgers, Colorado Society of CPA's (also North Carolina, Arizone, Tennessee, Hawaii, Washington state societies) Learn Live Technologies, Raytheon, Western Gas Resources, Maytag, and many others.....

I.B.M.--Global Services Division:  Leadership development, team building, culture changing initiative over a six year period I developed relationships that made me the point person for an employee team with the mission of helping to create a team-oriented culture!  We worked together and I designed five days of training focused on leadership, empowerment, team functioning, and fostering responsibility and ownership in employees.  The training was a critical part of their transformation strategy.  We put 750 people through five days of training over the next five years.  The outcome was that the division did transform itself through the efforts of thousands of people--becoming the most profitable division and taking I.B.M. expertise to the market as consulting power.  They transformed from a product-driven culture to a service provider, and from a top-down hierarchy to a team-oriented culture.  It was an education and a priviledge to live with them and be a part of such a transformation, and it began my fascination with corporate culture.

First Data Corporation/Western Union: Leadership development, team building, culture changing initiative--CFO ORGANIZATION--over a six year period I was hired to do team building when Western Union was acquired.  Then, I was retained to work within the organization to build teams, develop leaders, coach and train employee teams that had been empowered to address and solve job satisfaction issues.  One team developed a mentor program.  I coached the team, and helped with structure, ideas, program roll-outs, and provided mentor training.  We successfully rolled the program out to three separate divisions, and eventually they adopted it organization-wide.  Now, 30,000 people have the opportunity to have a mentor because of the work of that team.

StorageTek--Leadership development, team building, culture changing initiative over a 15 year period StorageTek had a mandatory Leadership Development Curriculum. All managers were required to complete six courses, and I designed, developed, and presented three of these courses.  A Global team redesigned their Performance Management process and they retained me to design training to equip all of their managers in effectively using the system.  Then, because managers needed more instruction in coaching, they retained me to develop a two-day course called Coaching for Results.  Finally, they asked to me get certified in a course called Targeted Selection and be the internal facilitator who adapted and presented this hiring method of choice for their field sales managers and internal managers.

Sears--Motivational Sales Training, Culture Changing Initiative   I was retained to provide motivational sales training to the big ticket sales people in the Rocky Mountain region.  After doing some research I learned that their biggest problem was that they had too many customers who were "hot prospects" walk away because salespeople were not fully engaging them.  I developed training that would help salespeople shift the paradigm from a product-oriented approach to a relationship-based approach.  After we completed training at all the stores in the Rocky Mountain region, the Chicago region picked it up, because evaluations and results were so positive.  We completed all the stores in the Chicago regions, and then the Detroit region retained for to provide this training.  Then Sears purchased my training and made it a part of their national sales training program.

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