Shannon LoVette 6583 Magnolia Drive, Nederland CO 80466

slade565@westpost.net 303-258-7312 (H) 303-638-4252 (M)

Organization, Leadership and Human Resource Development executive with a success
ful history of initiating and executing high-
impact strategic change to improve organizational and human performance in Fortu
ne 500 and not-for-profit companies. Industry experience includes automotive, he
alth care, retail, distribution, aerospace and academia. Proven track record con
ducting holistic diagnoses and then designing, launching and managing organizati
onal improvement and leadership development initiatives.
Strategic Planning
and Change Management Expert at assessing business conditions, diagnosing organ
izational capabilities and initiating
large-scale, enterprise-wide initiatives. Designed and launched holistic organi
zation
improvement, employer branding and merger/acquisition integration strategies.
Talent Management and Leadership Development
Developed leadership and high-potential talent pools, talent assessment processe
s, and
executive competency models for selection and development. Executive coach with
significant accomplishments in leadership identification and development.
Employee Retention and Engagement
Introduced programs and processes that delivered employee-generated improvements
in revenue
and profits, customer satisfaction, cost management, and productivity. Have sig
nificantly
enhanced employee engagement and retention.
Organization Design and Process Improvement
Developed the strategic direction for multiple restructurings, streamlining, acq
uisition integrations, process re-engineering, total quality management, benchma
rking, and cost-of-quality programs.
Professional Experience
Corporate Express, a Staples company, Broomfield , Colorado 2005 - EOY 2008
$3B revenue, B2B office products, breakroom and facility supplies, furniture and
office design, 20K employees.
VP, Organization Development, Learning and Diversity ($3M budget and a staff of
15)
* Responsible for the CE/Staples change management and integration (CE side)
* Developed two comprehensive talent assessment, succession, and leadership deve
lopment processes for US and Europe
* Provided HR/change management coaching during restructurings, downsizings, pro
duct launches and centralizations
* Redirected the approach of annually assessing employee satisfaction to a resea
rch based approach to measuring and improving employee engagement and contributi
on
* Built the first comprehensive sales training curriculum increasing customer pe
netration and revenue production
* Launches the first US-wide Employee Recognition approach as part of our employ
er branding initiative
* With Chief Marketing Officer, so-developed core values, accompanying behaviors
, and communication plan.
* Created systematic standards for hiring and developing executives (screening b
attery and protocol, 360-degree instrument and process, etc.)
* Developed first diversity strategy for North America and launched a women's ne
twork
Sears, Roebuck and Co. Hoffman Estates, Illinois 2002 - 2004
$40+ B retail, home services, consumer credit, and catalog business employing 35
0,000.
Senior Director, Leadership Development and Sears University ($7M budget, 5 dire
ct reports and 19 additional staff)
* Responsible for establishing Sears' enterprise-wide talent management and lead
ership development process. Directed the internal slating for all 140 Vice Presi
dent and Senior Director positions. Evaluated the performance of the top 30 offi
cers and prepared formal recommendations to the board. Managed the professional
and career development of our 70-80 high-potential leaders
* Promoted in first year to oversee Sears University. Refocused the curriculum s
trategy to align with business and leadership goals. Built an enterprise underst
anding of General Manager capability with career paths
* Developed n executive competency model and talent evaluation and succession pr
ocess. Proposed and launched LEAP (Leadership Embedment and Acceleration Process
), Sears first comprehensive approach to developing and deploying high-potential
leaders. Launched several leader-led, highly experiential development programs
directly tied to the company's business imperatives
* Designed and launched a diversity mentoring program
* Served as a core member of the 2004 reorganization effort to become fiscally a
ttractive for a K-Mart acquisition
Shannon LoVette Page 2
PepsiAmericas Rolling Meadows, Illinois (formerly Pepsi Cola General Bottlers/Wh
itman Corp) 1998-2002
Global beverage producer and distributor with $3.2 B revenue and 17,000 employee
s.
Director, Organizational Capability (Corporate Officer) (Managed a staff of 7 an
d a budget of $2.5M)
* Diagnosed the organization and forecast barriers to achieving market, sales an
d operating objectives. Developed the first strategic Organizational Capability
plan which re0-directed staffing, structure, and budget for the OC function
* Developed a multi-curricula university system, initiated 40+ competency based
programs and introduced on-line learning
* Developed the first succession planning/talent management process resulting in
a high-potential candidate pool of 70 employees, a snapshot of female/minority
bench strength and the identification of high-risk individuals and positions
* Designed and implement a high-potential assessment and development process wit
h included personality profiling, multi-rater feedback, executive coaching, long
-range IDPs, leadership offerings and a capstone three-day experiential Leadersh
ip Forum (September 11, 2001)
* Created a model and process for managing large-scale change projects including
a $25M ERP implementation
* Systematically restructured the field organization (sales and operations) to i
ncrease staffing efficiencies, sales and market execution and operating effectiv
eness
* Was responsible for corporate communication and managed the brand identify cha
nge following last merger, production of videos, quarterly leadership magazine,
and an Intranet platform for ongoing two-way communication with employees
* Launched an employee website including university catalog and registration, se
lf-paced classes, organization charts, executive bios, and an archive of interna
l and external announcements
ProMedica Health System Toledo, Ohio 1994-1998
An integrated health care delivery system with over 50 sites including hospitals
, insurance/HMO offerings, physician offices, ambulatory centers and wellness ce
nters. 10,000 employees.
Director of Organization and HR Development (Managed the OD, Nursing Education a
nd Medical Conference functions)
* Developed assessment and screening tools, performance appraisals aligned with
competency model, modified job descriptions, developed a coaching process and mo
del, lead the annual employee satisfaction and improvement process
* Launched hospital-wide standards and interventions which significantly improve
d patient satisfaction. Helped lead JCAHO accreditation (with commendation) and
improved our ranking in the all-hospital mean for over 700 hospitals using the P
arkside survey tool
* Developed and facilitated "outward-bound-type" retreats that integrated newly
acquired management teams.
* Designed and managed the annual strategic and operating planning process
* Created the benchmarking and reengineering standard to support the redesign of
the patient-care model; retooled patient care staff with 30 weeks of new traini
ng
* Initiated INROADS program to mentor minority inters and coached the pool of MB
A interns
Tenneco Automotive Monroe, Michigan 1991-1994
Monroe Auto Eqpt., a division of Tenneco Inc. Manufacturer and marketer of ride
control technology with $800 M in annual sales and 10,000 employees worldwide.
Manager, Total Quality Management and Employee Involvement (Staff of 8) Responsi
ble for TQM strategic direction and operational activities in US and Canada. Des
igned, developed and launched related training, tools, and processes. Launched a
self-directed team model in plants. Co-authored a cost-of-quality methodology.
Designed a leadership competency model.
McDonnell Douglas Corp. Long Beach, California 1988-1991
Senior OD Consultant
Consultant to British Airways and liaison to the Department of Defense for TQM e
ducation project. Lead OD consultant to C-17.
Independent Consultant 1985-1988
Clients: USC MBA program, USC schools of Electrical and Computer Engineering, Mc
Donnell Douglas
USC Department of Communication Los Angeles, California 1985-1988
Instructor/Researcher/Speaker/Co-author
Florida Institute of Technology Melbourne, Florida 1983-1985
Assistant Director of Admissions
Shannon LoVette Page 3

Education

UNIVERSITY OF SOUTHERN CALIFORNIA, Los Angeles, California

Ph.D. ABD - coursework completed, Annenburg School of Communication, 1990
Organizational Communication, Behavior and Performance
Top 1% of USC graduate students in 1989 and 1990
UNIVERSITY OF SOUTHERN CALIFORNIA
M.A. Business Communication Theory and Research 1990
Culture, Leadership, Employee Dynamics
FLORIDA INSTITUTE OF TECHNOLOGY, Melbourne, Florida
B.S. Business and Technical Communication, 1983

Professional and Civic Involvement

Member: Achieve Global Executive Advisory Board; Council of Diversity Executives
for The Conference Board; Council of Executive Coaches (Conference Board); Inte
rnational Registry of OD Professionals; National OD Network; Society for Human R
esource Management; American Management Association
Guest Faculty: Linkage conferences on Leadership Development and Succession Plan
ning; University of Toledo Executive MBA and undergraduate Business programs
Recipient: Los Angeles Women of Excellence Award; Award of Appreciation from the
US Air Force Academy; Cambridge Directory of Who's Who in American Business
Contributing Author: The Psychology of Tactical Communication, 1990
Certified Instructor: Basic and Advanced Systems Thinking (Peter Senge and The C
enter for Strategic Management); Team Management Systems team building process
Certified Coach: 16 PF Psychological profile; Personnel Decisions International
Executive Success Profile; TMS
Executive Education: University of Michigan (Executive Education in Balanced sc
orecard, Creating Organizational Capability, and Developing Leadership Brand). A
shridge School of Business, Tailored HR Programme (Hertfordshire, UK), Women's V
ision Leadership Institute
Volunteer/Personal Activities: Boulder Humane Shelter; Colorado Voter registrati
on; Teen Center of Nederland; Nederland Chamber of Commerce; Nederland Visitor C
enter; Carousel of Happiness; Suri Alpaca Network; Nederland Presbyterian Churc
h; Off Her Rocker Mercantile (retail sales and merchandising); Mountain Forum fo
r Peace; high-altitude hiking; teaching animal husbandry classes

References Available Upon Request