Summary





Leslie Eveland has over twenty-five years of experience as an organization development and change management consultant, with a proven record of success in implementing large-scale change initiatives and organization transformations. She has worked with clients from a wide variety of industries, : financial services, technology, business services, energy, manufacturing, education, health care and government. She has developed change management and global coordination strategies for large information technology projects.
Leslie served as Director of Organization Development for Charles Schwab and Palm Inc and held senior organization development positions in Lockheed, Hewlett Packard and Applied Materials. As the owner of her own consulting business she focuses on change management, leadership and team effectiveness, organizational transformation and culture change and integration processes for mergers and acquisitions.


Achievements

Developing and implementing a Rapid Decision Center to facilitate an organization transformation at HP
Organization design and start-up of Schwab s Electronic Brokerage Services , helping it to grow from zero to 60% of Schwab s total assets in 3 years
Design and start up of a new manufacturing organization for Applied Materials , achieving breakthrough production levels in record time .
Developing strategies to support the integration of Lockheed Missiles and Space and Martin Marietta following the Lockheed Martin Merger .
Consulting on a successful organizational integration following Chevron s acquisition of all of Shell s assets in Cameroon


Employment

January, 2003 -  Present

Key projects included the following :
As a sub-contractor to Right Management, consulting on change management to support the transformation of Chevron s IT function. Services included developing communications for an internal web site on the vision, strategy, plans and activities related to the transformation ; documenting and communicating organizational roles and responsibilities in the new organization structure ; developing and disseminating a Transition Toolkit which provided managers with guidance for leading their teams through the transition process and carrying out a change impact assessment.

Supporting the start-up and development of Spherical Dynamics Inc, an organization producing a behavioral assessment used for individual and team development. Activities included :
Developing a business plan to secure funding for the organization ;
Helping to develop a strong, cohesive leadership team ;
Working to develop strategic alliances with key business partners ;

Creating and delivering consulting and training applications to support use of the product.

For ExpressWorks International, providing change management consulting services to projects across Chevron : Helping to define the business case for Chevron s Global Talent Management project ;

Providing change management support for the organization re-design of Chevron s Environmental Services and Logistics Organizations

Integrating Chevron s Global Marketing Remediation Organization into EMC which involved defining the business model, organization design and accountability structure at a regional level ;

Developing strategies for the organization redesign and transformation of Chevron s Global Lubricants organization ;

Consulting on the integration of Shell s assets in Cameroon into the Texaco Cameroon organization, following an acquisition. The project involved facilitating the development of an Integration Team, coaching the Country Manager, developing project plans and metrics, establishing communications with Chevron regional and functional organizations and joint planning with the Shell Integration Team ;
Developing and implementing a change management and communications strategy and plan to support Phase 4 of the LCS 2005 Project, moving Chevron MS Exchange 2000 Instant Messenger users to Office Communicator on Chevron s Live Communication Server ;

As a contractor for Sally Crawford International, developing and implementing change management and communication strategies to support Cisco s eCustomer Program, a company-wide initiative focused on the development of a consolidated customer information system to be used by functional groups across the organization.

March, 2001 -  December, 2002

Director of Organization Development, Palm Inc, Santa Clara, CA

Implemented a company-wide process to align organizational goals. Facilitated creation of a streamlined new product development process as a basis for competency based skill development. Helped to develop and implement a down-sizing strategy aligned with Palm s evolving business strategy.

August, 1999 -  March, 2001
Manager

Consulted with line managers across HP to develop new strategies, launch new teams and jump-start new learning and development initiatives. Helped to design and implement GarageWorks, a Rapid Decision Center which facilitated critical planning and problem solving sessions to support the HP transformation lead by Carly Fiorina.

September, 1995 -  August, 1999

Projects included :
Consulting on the start-up of Schwab s Electronic Brokerage Services organization - facilitating vision and strategy development and a process for aligning goals at all levels of the organization. Creating a performance management program and competency based skill development processes.
Consulting on strategies to support the merger of Lockheed and Martin Marietta and working with Sun s Mergers and Acquisitions Group on implementation of company-wide policies and procedures.

Consulting with HP s Test and Measurement organization on the development and implementation of an enterprise-wide customer service and support strategy leveraging web-based knowledge management systems.

September, 1992 -  September, 1995

Director of Organization Development, Charles Schwab and Co.
Provided OD consulting services to executives, managers and teams across the company.
Projects included : Implementation of a company-wide process for developing the competencies required in mutual funds trading, resulting in significant market share gain for Schwab.

Organization redesign of Schwab s Customer Service Organization.

Realignment of technical and leadership competencies in Schwab s IT organization.
Implementation of a company-wide employee survey and feedback process

Facilitating the development of Schwab s Financial Advisor organization, linking business processes and critical competencies

August, 1991 -  September, 1992

Organization Development Manager, Applied Materials, Santa Clara, CA

Established Applied Materials first Organization Development program. Projects included :
Facilitating the organization design of a new manufacturing facility in Austin Texas that established new production records for Applied. Developed competency-based hiring and development processes
Development of a company-wide competency profiling process.

January, 1985 -  August, 1991
Senior Organizational Effectiveness Analyst

Helped to develop a highly successful internal consulting group serving the entire company. Key projects included : Design and facilitation of a strategic planning process for the Space Systems Division
Design and implementation of Product Development Centers for the Space System s Division
Coordination of an executive development program for the Space Systems Division

Education