Situation Skills

Demonstrated
Task Action Result

IT Site Strategy  Problem  Needed structure and  Created program office structure:  The structure and process drove
Program solving framework to MRC, working group, site teams, manager accountability
3 year program focused  Stakeholder transition from a group leads.  We got to the detail level of
on building core engagement taskforce to a  Facilitated strategy development & every ee knew the strategy
competencies by site  Global network sustainable 3 year documentation with IT groups delineation for their job function
and creating a balanced & collaboration program covering 54 sites and 6500 ees. at their site
global workforce with  Influence  Needed to get to the Developed terminology and  Indicator set allowed monitoring
the right skills for the lowest level of detail to process that was clear, effective of progress and adjustment as
right job at all IT indicate ee impact for and simple. needed
locations. all 6500 IT ees  Partnered with Finance to create  Results: 50% successful
quarterly indicator set. placement of impacted ees,
 Developed and executed thorough 2.1%HC shift to growth markets,
stakeholder engagement model 5% reduction in RM
and comms plan.
CARE Program  Innovation/  By Q1 of 2011, IT had  Collaborated with a TCM lead and The CARE program was critical in
An innovative approach Possibility identified 344 CPM rep to design a high touch ee enabling IT business strategy and
that is replicable, Thinking employees whose job support model. We named it CARE had an extraordinary IT wide impact:
expandable and  Cross team functions were exiting for Connect, Assist, Re-skill, • 172 affected employees have been
adaptable. It is a viable collaboration their site. Employ. successfully placed. That’s 50% of
alternative to  Problem  Tension and mistrust  Integrated people movement the population within the 1 year
redeployment. It solving was high not only strategies and effective TCM. launch of the CARE program.
provides significant among the 344  The CARE program provided • 43 approved relocations
learnings on how to affected employees but personalized career coaching, • 70% of all IT managers and 100%
optimally shift throughout their peers manager training, relocation of managers with an affected
employees to where and managers. assistance and numerous career employee completed TCM training
the work is needed  What would it take to development resources. and coaching on how to support
while ensuring they feel place 100% of  Partnered to develop web content, career development.
fully supported by their impacted employees? web page design, training material, • 11 published success stories and 1
manager and CARE coaching process. spotlight video shown at the Q4’11
coach.  Led a cross team of HR IT BUMs
professionals and IT • Reestablished trust for IT
Communications to deliver the leadership and the site strategy
model. program
 Personally coached 28 employees
 Situation Skills
Demonstrated
Task Action Result

and 21 managers.

IT Leaders Summit  Continuous  Event Manager for  Recruited and managed extended  Year over year significant
Senior leader improvement annual IT Leadership steering and planning teams. improvement based on post
conference held in  User Summit focused on top event attendee survey
 Led collaboration with CIO staff to
January, objective to experience 300+ senior leaders.  Overall valuable use of my time,
develop summit strategy and
roll out yearly strategy,  Leadership Delivered continuous ave score increased 16% over 3
content development.
reinforce leadership development improvement raising years: 99% (’12), 95% (’11), 83%
 Developed continuous
expectations, provide  Program mgmt. the bar over a three (’10)
improvement strategies based on
learning environment, year period of time.  Ave speaker % positive rating
prior year attendee survey and
prepare leaders to lead increased 13% over 3 years: 96%
 Planning begins in closure report discussions. Applied
their teams. (’12), 88% (’11), 73% (’10)
August, ~6 month environmental scan (OHS, Intel
project MLD, emerging leadership needs).
 Co-developed with CIO the
Possibility Thinking workshop
 Led all logistics and event mgmt.
planning and execution.
 Demonstrated outstanding
organizational skills to meet key
milestones, stay within budget and
execute a valuable attendee
experience.

Managed IT HR Intern  EE integration o Diversity focal data o Partnered with Diversity lead to  Intern had a successful project
who completed a RCG  People showed a disparity in create the intern project plan completion that identified many
integration analysis management focal ratings for AA o Coached intern on project key gaps and recommendations
RCGs compared to objective: gain insight into IT RCGs’ to improve the IT RCG
other groups. integration experiences and its integration and performance.
o IT did not have a potential impact on performance
feedback process to and retention
assess RCG integration o Assessment plan included
o General consensus benchmarking other Intel groups
based on informal data on integration practices, 1:1s with
is that there was room RCGs, manager performance data
 Situation
Demonstrated
Careers in IT Product  Business
Owner
Careers in IT is the IT
Rotation program  User
covering both short and
long term development
assignments and
permanent jobs in
support of career
development. Top OHS
focus area for last
several years.
Skills
Task Action Result
for improvement. analysis, RCG profiles, survey
feedback
o The IT Rotations o Met with key stakeholders to  Reached my stretch goal of
process program was quickly understand issues and gaps. creating a new job posting tool
improvement launched in 2010. o Worked with instructional designer requiring no user instructions.
Within 6 months many to create visual posting instructions The tool is intuitive and easy to
experience issues/ challenges until current tool could be use.
surfaced: the posting replaced.  Met the needs of all
process was difficult, o Created the Rotations Dashboard stakeholders
many questions were that provided quick reporting  Provided real time data and
not addressed in the capabilities by org that enabled org indicators
FAQs, there was no reps & finance to easily manage  The process runs with limited
visibility to key metrics. group postings and target HC oversight.
o I took over product implications. 
ownership in the 2H of o Launched IT marketing campaign
2010. to change the program name to
Careers in IT to better reflect the
complete scope of IT job
opportunities and the career
development needs of IT
employees worldwide.
o Drove for a simpler more robust
tools for long term sustainable
tools & process - Developed and
rolled out the new IT One Way Tool
and central web page for IT career
development opportunities.
Identified business and employee
requirements, increased
capabilities and replaced the
cumbersome Teambuilder posting
process. 
 Situation Skills
Demonstrated
Task Action Result

DOT Team Member  Enterprise  IT joined the DOT pilot  Contributed to team strategy &  More than 300 assignments
Member of the DOT project team launched in August deliverables: defining were posted during the year and
pilot and Intel launch experience 2010. I served as the IT requirements, developing tool help more than 50% of all IT
team.  Changing lead. resources, creating & executing employees visited the DOT site.
business  DOT launched Intel marcomm plan, facilitating testing  The DOT tool recently
process wide in April 2011. (used HFE in tool design/testing). celebrated its 1 year birthday
 Continued to lead IT business and continues to increase usage
process, quarterly stakeholder and value.
communications, IT goals and  Just completed a DOT roadshow
communication. at HF on 4/4.

IT Org Health Program  Program mgmt.  Asked to assume  Ensured action items were defined  Established effective structure
Manager  Cross team program mgmt. early on and documented with to manage and monitor OHS
Program manager for collaboration responsibilities for IT clear deliverables and measurables. improvement areas (core team
OHS focus areas and  Team OHS partnering with  Led core team with deliverable & group liaison team, quarterly
key related people facilitation HR, IT Staff and owners to track progress and status to key stakeholders,
strategic initiatives.  Strategy business leads. provided monthly status update comms plan)
development and package to CIO staff and  Efficient, sustainable process
business groups. allowed more focus on the
 Secured resources or sponsors to improvement areas
support key deliverables or at risk  IT sustained improvement
items. results YoY with improvement in
 Provided tracking to overall goals some areas
and quarterly deliverables.  Was able to transition team
 Drove the overall comms strategy ownership and coach two peers
including Newswire updates, Planet to take over for 2011 to allow
Blue forums, and maintaining the IT me to focus more on site
OH web page. strategy.

Imagination Camp  Innovative/  Planned and facilitated  Collaborated with team of 4  Over 50% of proposed solutions
session design & Possibility a week long Innovation Champions within IT approved and adopted by SNC
execution Thinking “Imagination Camp” to SNC to influence, design, and Staff.
 Cross team ensure a highly deliver Imagination Camp.
 Situation Skills
Demonstrated
Task Action Result

collaboration innovative experience
 User for all participants
experience resulting in impactful
solutions to significant
challenges facing the
organization.
R2S strategic planning  Strategy  Org changes increased
facilitation facilitation group size from ~50 to
 Influence 200.
 New additions to staff.
 Influenced SNC staff to support the  Concept and structure adopted
concept, facilitated development of for further success in the
business challenges and participant Manufacturing Computing
selection.
organization (Malaysia and US
 Researched BKMs, innovation
camps)
methods, industry benchmarking
 Created a user experience that was
 Received IT DRA recognition.
out of the box: field trip to local
company with innovative practices,
guest speakers, innovation
education, facilitated think time,
group activities, off site locations.
 Session facilitator
 Recommended and influenced R2S  Disciplined management of
Staff to focus on strategic planning strategic planning and
 Started with a refresh of group management by objectives
vision & mission, facilitated session processes. Applied continuous
on defining “wild success” improvement to R2S indictors
 Next step, facilitated strategic with improved usability,
objectives reporting and alignment of the
 Next step, facilitated developing scorecard metrics to strategic
supporting indicators, focus on objectives.
leading indicators
 Created scorecard and integrated
into MBO mgmt. process

Transportation  Influence  Resellers Product
Engagement Manager  Cross team Group (RGP) was
– Big Water Analysis leadership planning a new product
 Analysis skills launch. The product
was expected to be
larger in size and
requiring a larger fan
heat sink.
 I raised concern over the potential
for a huge logistics impact due to
the larger box size – transportation
costs, warehouse/inventory needs,
supplier availability.
 I influenced my senior mgmt. to
launch an analysis and received
needed resources. Also influenced
 Presented analysis and
recommendation to senior
leadership resulting in the
development of tactical teams
to ensure readiness and mitigate
impact and costs.
 Analysis was delivered early
enough in the product
 Situation Skills
Demonstrated
Task Action Result

RPG to set aside agenda time to development to not impact

review the analysis. launch schedules.
 Led a cross functional team focused
on impact analysis and
transportation mitigation of
strategic new product introduction.
Managed a team of four analysts
and six extended geography
representatives to assess the
impact including warehouse,
transportation, factory and total
costs.
RMA Joint Operations  Business  My first Virtual Factory  Led an international cross-site team  Reduced average RMA TPT from
Team – TPT process leadership assignment managing all return shipments for 60+ days to ~20 days
improvement improvement upon joining Intel. Intel.  Achieved six consecutive
 Global team  I took over team  Ensured geo/site team months of strong throughput
leadership leadership of the RMA representation, facilitated team time performance while
 Continuous joint taskforce (focused development and new strategy volumes increased.
improvement on BKM sharing) and  Team picked RMA TPT as the top  Received a CPLG DRA
developed it into a metric and focus area to improve.  After 1.5 years, transitioned
Joint Operations Team  Broke down TPT into segments and team leadership and team went
with significant more created sub teams to document, on to achieve continuous
scope and results. assess and identify improvement improvement in operational
actions. performance across the VF.
 Coached the team to develop an
efficient overall returned
merchandise cost model and
improvement strategies.
 Drove a new indicator package to
align with business and customer
value.
Fort James Mill – MBA  Influence  On average there were  I proposed conducting an  Restructured the organization’s
Senior Project –  Employee 10-20 new employees assessment of the current new new employee orientation and
Restructured new integration every month and ~30 employee orientation and training training program to better meet
employee orientation summer interns. program and looking for operational and people
Situation Skills
Demonstrated
Task Action Result

 Problem  The paper mill is an improvement opportunities to development objectives

solving & old, harsh environment specifically reduce the safety resulting in a 50% reduction in
analysis full of safety hazards. incident rate. new employee safety incident
 New employees/  Influenced HR, Mill Manager, rate for the following six month
interns had the highest Safety Manager and my Dept period.
safety incident rate Manager to approve project.  Received an A on my final MBA
(over 10%, Mill wide  Conducted data assessment of past project
goal was 3%) injuries over the prior 10 years
including recordable injuries and
first aid cases.
 Reviewed current integration
materials and training plans
 Conducted personal interviews
with all applicable parties
 Benchmarked industry BKMs for
safety and worked with mill safety
experts on behavior based safety
management.
 Implemented a complete re-do of
the orientation and training
program: greater emphasis on
behavior based safety mgmt., guest
speakers, review of safety cases,
training requirements, periodic
follow up, assigned buddy.