Ewins & Winby - Engagement Highlights

Led the design and implementation of the "people" component of a multi-state financial services company's business renewal initiative (see Case Study 1) to overhaul existing operations and create new market opportunities.
Project-managed a talent selection improvement initiative for an investment bank. Deliverables included developing the selection criteria, interview training and evaluation.
Led a team of change management consultants in the design and delivery of a new Shared Services organization for a multi-state healthcare provider system of 45 hospitals.
Co-designed and project managed the shift from a centralized to a regional deployment structure for professional services in a high technology company. This resulted in increased utilization of services, quicker deployment to client requests, and lower travel costs.

Provided change management consultation (see Case Study 2) to a managed care company on the launch, design and implementation of a large-scale change initiative to build a consumer-focused health plan.
Prepared California's largest healthcare provider for implementing a post-merger integration strategy based on a SAP solution. Deliverables included redesigning the organizational structure, roles and performance management systems.
Developed the business case and designed communication materials to launch "Project Management as a Core Competency" initiative for the worldwide operations group of a high technology company.
Collaborated with the project team to manage and monitor the world wide transformation of the Sales organization in a high technology company, from a product focused sales force to an account-managed single point of contact with the customers.

Designed and facilitated management team development off-sites (see Case Study 3) for a major high technology company to determine strategic goals and priorities, clarify the role of the management team and address leadership development needs.
Guided the design and launch of a worldwide culture change effort within an international oil company to meet competitive challenges following privatization. Strategy included developing more effective leadership practices.
Coached medical facility department chief on implementing organizational changes involving new responsibilities and accountabilities in their management team members' roles.
Served as an executive coach in a large high technology company, using a competency model to assess, observe, provide feedback, and offer development recommendations to a large cadre of executives.