Brigham Young University

La Sierra University

Head of People Operations at Recursion

Salt Lake City, Utah, United States

Recursion

Senior Director, Head of People Operations

Reporting into the Chief People Officer, I am business partner to the Senior Vice President of Operations and oversee a team of 12, including recruiting, HRBP, compensation, and workplace services. In eight months, we grew the Lehi office to 500+, including 30 individuals who transferred from San Francisco. •	Leadership Development: Led strategy and execution of leadership development, 360 assessments, emerging leaders, mentoring and coaching, high potential identification and development, to expand the capacity of individuals to perform in leadership roles within the organization. In our first year, we won the Top Managers award for mid-sized organizations.•	Talent Management: Led the talent review, performance management, onboarding & engagement and succession planning for all of Operations.•	Compensation and Benefits: Facilitated compensation (Incentives, bonus strategy, etc.) evaluation, benchmarking and execution within the operations group. Local leader for benefits and leaves of absence. •	Diversity & Inclusion: Led the D&I Committee across all of LendingClub in fostering a culture of belonging and inclusion. We established local chapters of our Employee Resource Groups to champion D&I efforts in hiring, promoting, recognizing and developing talent. In our first year, we won the Top Workplace Award for mid-sized organizations.•	Recruiting: Oversaw a recruiting team that sourced and selected 500+ high potentials for our scale-up in Lehi. •	Labor and Employee Relations: Created policies and procedures related to performance management, attendance, payroll, and risk mitigation, and ensured that we continually meet FMLA, EEOC, ADA, and OSHA standards.•	Analytics: Led the creation of reporting on attrition, exit surveys, employee engagement, D&I, and data-driven action planning. Key strategic decision-maker on the integration of time & attendance and benefits in our Workday HRIS.

LendingClub

Senior Director-Human Resources (People Success)

Recruited into a new role to lead Organization Development and Talent Management, overseeing an organization of 50, including two directors, 13 division learning managers, three instructional designers, a manager of talent development and 31 division team leads. The mandate was to develop a learning strategy and roadmap to drive organizational performance and the development of all 3500 employees across ESS’s 1550 locations, field operations, headquarters, and national call center.•	Business/OD Consulting: Aligned strategic initiatives in organizational design, vision, and culture with values and customer experience behaviors and led change management. Led employee engagement strategy, survey and action-planning.•	Learning & Development: There was an existing L&D team that supported the 3200-employee operations group. •	Leadership Development: Designed, developed and launched HiPo Development (One-year Executive & Leadership Development Program), executive and leadership coaching, sales training, manager training and leadership pods. Drove ongoing learning needs analysis of all development programs. Took learning platforms online.•	Talent and Performance Management: Oversaw the Talent review process, launched the Workday Talent Management platform, conducted 360s and hiring assessment, led succession planning, career pathing, and rotational assignments.•	Analytics: Designed strategy and execution of training analytics, evaluation and effectiveness of training programs to ensure alignment with business strategies.

Extra Space Storage

Senior Director, HR-Organization Development

Recruited to design and build-out the development and effectiveness strategy across Lending Club. This role entailed large-scale change management for a rapidly growing global business. I built an organizational development team during my tenure to execute on programs and initiatives.•	Employee engagement: In my first six months, revised the employee engagement strategy, measurement, and action planning. From the initial results, I designed a leadership development program to address many of the deficiencies that were showing up in the data. I met with leaders of each of the lines of business to establish action plans relative to their results. We measured six months later and increase our score 1 full point (2.6 to 3.6). Our participation rate went from 60% to 92%. We saw a decrease in attrition (around 25%) in just six short months. Each of the following administrations, we saw an increase (3.6 to 3.8; 3.8 to 3.9). •	Talent Development: Deployed Gallup Strengths-based development strategy for Lending Club’s 1600 employees. Interpreted and coached around Strengthsfinder, Hogan and Zenger Folkman assessments. •	Leadership Development: Conducted Executive, Leadership, and Team coaching across the organization. Developed a leadership development program to identify and develop Lending Club’s future leaders.•	Business Partner: Supported the Legal and HR teams as the business partner facilitating employee relations, compensation evaluations and changes, organization design and staffing models.

Lending Club

Director of Learning and Leadership Development

ConocoPhillips is a multinational energy corporation. Recruited to lead a team of learning professionals in translating the needs of business units into integrated global workplace learning and development and performance solutions. •	Business Partner: Consulted with HR and business leadership in Indonesia, Malaysia, Norway, Scotland, Australia, Angola and Canada to customize and deliver learning and OD solutions. Partnered with the HR Generalist team in developing interventions for employee relations.•	Succession Planning: Executed succession planning and development strategies for high-potential leaders•	Leadership Development: Re-launched leadership competencies and the 360 assessments. •	Talent Management: Built collaborative relationships with internal customers, external resources and the Talent Management Center of Excellence.•	Learning & Development: Led the creation of a competency learning site to support leadership and professional development around the world. Designed training utilizing ADDIE model.

ConocoPhillips

Head of Global Professional and Leadership Development

Kiewit is one of the largest and most respected engineering organizations operating in North America and Australia. I consulted with them at Gallup and then was invited to join their team full-time.•	Change Management: Partnered with the Head of HR to lead the centralization of our HR and L&D services. Led transformation across each of the 28 divisions across the company over 14 months, including the reallocation of resources, relocation to Omaha headquarters, reduction in force, centralizing of L&D strategy and resource allocation, and centralizing of HR processes. The entire process saved Kiewit an estimated $4M in annual spend.•	Organization Design: Led projects for competency development, organization design, and job leveling.•	Talent Management: Leveraged expertise using talent assessment and succession tools, techniques and practices, including Kiewit’s 9-box / potential-performance tool. Facilitated talent reviews across Kiewit’s matrix organization.•	Learning & Development: Led a training team in the execution of strategic change initiatives including executive development. Led the development of training (ADDIE model) for HR business partners to more effectively serve their districts’ needs.•	Leadership Development: Directed the Leadership Succession Program for the Kiewit Energy Group. Conducted 360 and 270 development assessments and provide executive coaching. Conducted Gallup Strengths Coaching with leadership and teams.

Kiewit

Senior Manager, Global Organization and Learning Development

Gallup is world-renowned for asking the best questions and creating effective solutions based on the answers. We use our scientifically validated metrics and research-based consulting to identify the most meaningful and significant drivers for human capital development and economic growth.I lead a team seven consultants and senior consultants in the western U.S. to help organizations achieve greater levels of success by showing them how to better connect with their employees and customers. We measurably decreased costs and turnover rates and increase productivity and profitability by engaging dedicated, productive employees -- and customers who can't imagine a world without them.Leverage data analytics in order to design and develop talent strategies for clients.

Gallup

Senior Management Consultant-Manager

- Organization Design: Provided organization design subject matter expertise. Facilitated business leadership’s definition, evaluation, and implementation of new organizational structures. Partnered with business leadership and human resources to assess areas of sub-optimal organizational performance. Improved organizational performance by leveraging existing organizational strengths and facilitated the creation of new structures, processes, and culture. Developed, deployed, and updated all OD-related project plans, ensuring the effectiveness (through data analytics) of plan delivery•	Change Management: Led change management initiatives across business lines. Developed and implemented change management and communication plans.•	Leadership Development: Responsible for the leadership and executive strategy and development of more than 7000 managers, senior managers, directors and vice presidents. Coached managers and executives on improving team and organizational performance.•	Compliance: Collaborated with HR business partners to ensure compliance with local, state, and federal employment law.

T-Mobile

Organization Development

Impact the leadership, team direction, and talent pipeline of an organization that is setting a new vision for the wireless industry and leading the charge of being the most highly regarded service company across America.Driving force of enterprise initiatives to build organizational capability. Responsible for the delivery and facilitation of leadership and non-leadership development curriculum for all functional and senior managers throughout T-Mobile.  Responsibility for partnering with managers in the delivery of Train the Trainer workshops and the subsequent certification of trainers/facilitators for Enterprise curriculum. Facilitate T-Mobile Culture development for Leaders and Employees, Leadership Academy, Building Powerful Teams, Interviewing to a T, DDI curriculum, Covey curriculum and additional leadership courses.Manage a team of global trainers.

Manager, Leadership Development

Coach and develop regional-level managers in their roles as facilitators and trainers through dynamic Train-the-Trainer workshops. Develop strategic solutions for improvement at the front line manager and/or sales representative level Facilitate effective training which incorporates traditional instructor-led training, co-facilitation, virtual classes and On The Job Training (OJT) Provide regional management with strategies to increase sales and productivity from employees through training and incentive programs.Responsible for coordination and alignment of training objectives between National Retail/Partners training groups and T-Mobile internal Training. Work with T-Mobile Instructional Design and Implementation teams as a subject matter expert on new training curricula.Ensure relevancy and accuracy of dealer-specific training documents. Work to continually develop programs and training to develop 300+ National Retail/Partners employees and 50+ T-Mobile Account Development Representatives. Received company’s “Rising Star Award” for the third quarter of 2006.

Brackon Curtis

Brackon Curtis