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Helped a $30 Billion manufacturing company redesign its global human resources organization. The new design will optimize HR’s ability to develop and deliver services that are aligned and integrated with the strategies of the Company’s varied businesses across the globe.

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Developed a process and tools to analyze, understand, and manage spans of control based on organization effectiveness, efficiency, and cost. Used this process to assist two major global companies to get control of spans.

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Worked with a major heavy equipment manufacturer to design and value jobs and job families in a new matrix organization that consolidates two divisions and will support a fundamentally different way of doing business for the Company across mature and emerging businesses in developed and developing markets and geographies.

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Worked with a global team in a major heavy equipment manufacturer to develop an integrated process to analyze, understand, and value jobs that provides an integrated foundation for the company's performance management, career pathing, management development, succession planning, and reward programs.

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Guided a global team of human resources professionals and line managers to develop a total remuneration philosophy and strategy to support and reinforce a major chemical company's values and the achievement of its business objectives. Worked with that team and the CEO and executive council to develop and implement a global incentive compensation program consistent with that philosophy and strategy.

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Led the CEO and executive team of a $100 million manufacturing company in developing a human resource philosophy and designing aligned, integrated human resources systems and processes to implement that philosophy.

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Worked with global teams of executives and human resources staff in several Fortune 50 companies to develop processes to understand and value positions across businesses and geographies in ways that reflect the different organizations’ internal values, cultures and business imperatives and at the same time provide effective links to external values.

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Guided the development of work analysis and measurement in a major automotive company to enable global career development, pathing, and succession planning.

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Developed a pioneering process to value work in self-managed business teams in a successful pilot for a Fortune 50 heavy equipment manufacturer. The new process integrated well with the company’s traditional systems and processes, and has been used as a model for new team ventures.

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Built a job-match based work comparison and market pricing system for a steel service center organization that enabled line executives to effectively manage and communicate job levels and compensation in ways that were relevant to them and their employees.

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Worked with the executive team of a utility company to develop a competency-based work valuing program that would recognize, encourage, and reward the employee behaviors needed to change its work culture to adapt and thrive in increasing deregulation.