Led business change program and designed leadership development initiatives to enable leading Waste Management company to achieve its ambitious growth targets. Designed and facilitated high profile leadership conference for CEO and Board to launch change program. Coached Board of 6 members and senior leadership of 60, within an organization of 2,500 employees. Delivered ‘leadership excellence’ program, ‘high performing teams’ program, mentoring program, and revised performance management system to integrate talent management and organization values. Designed management coaching tools, profiled leadership team using various psychometric tools, and coached leaders to deliver concise development plans.
Requested by the VP Business Operations & HR of a global defense company to overhaul the leadership, learning and performance management infrastructure of a Middle Eastern region of the company. Neil led a number of work-streams to consult on, design and implement transformational strategy for capability development processes. This included the re-design of a high potential leadership program designed to objectively assess and develop leaders from the indigenous population. Built complete Learning & Development infrastructure based around business needs and established effective contractual/operational role of outsourced training partners as well as establish the L&D team. Organization of 5,000 employees with annual L&D budget of $10m.
Designed and implemented the Learning & Development infrastructure for a global FMCG company in 100 countries for 120,000 employees to outsource and transform the way that HR services were accessed. Designed curriculum and outsourced 120 blended training programs as design authority and quality assurer, engaged global suppliers to deliver multi-language solutions including e-learning.
Designed a process around which to assess the quality of external executive coaches and to manage their engagements within a large N. American energy company. Sourced, interviewed and rated external coaches across USA and Canada against best-practice scoring rubric. Coached HR professionals in process to ascertain if ‘executive coaching’ was the best match for development needs of executives.
Transformed the operation of a national energy company’s Engineering Academy to become a multi-disciplined service provider to businesses operations, and leading the energy industry in the development of engineering capability. Re-energized the culture of the Engineering Academy and its leadership team into an open, confident and accountable part of the organization. This entailed detailed strategic analysis, stakeholder engagement, and recruitment / re-allocation of critical roles. Developed new organization structure, role profiles and training strategy.