Caroline Reilly

Strategic Change, Transformation, and Portfolio Management

Acted as project management portfolio leader for a gas utility over a suite of customer lifecycle management and back-office IT projects, with an overall spend of approximately $20 million.

• Co-created an updated service delivery standard for Project Management and Change Management with the client, increasing transparency, accountability, and overall service levels.
• Led a team of 10-12 project managers and change managers, overseeing the quality of delivery, timeliness, and cost.

Led change management strategy and stakeholder impact work as part of a study of a potential $100 million-plus CIS replacement for a gas utility

• enabled the client to have a full picture of the impact of the recommendation on their teams over a ten-year period
• informed the client's decision from both a financial, work prioritization, and people capacity perspective.

Served as Change Lead for enterprise-wide finance transformation of a global apparel retailer during the strategic planning and feasibility phase.

• Authored an approach and strategy for program-wide change, and managed a portfolio of change work within.
• Led specific change work for several launching initiatives.
• Spearheaded the communications strategy, including the program vision and engagement strategies.
• Acted as a trusted advisor to the VP of Transformation and successfully transitioned the role to a full-time FTE.

Served as Change Manager and European Project Manager on a globally impactful SAP implementation for a global apparel brand.

• Served as a bilingual project manager from design to implementation, including Go-live.
• Authored strategies for global communications, stakeholder engagement at all levels of the organization, and resource alignment for agile project management.
• Led change management for the DTC work track, including training, communication, and business process engagement.

Partnered with the VP at a global apparel and footwear company to deliver high-impact strategic communications and develop visual assets for portfolio and program needs.

• Created standards for reporting and strategic mapping for portfolios and programs for VPs' business units.

Led the strategy and implementation of change management communications and branding for a highly interdependent, collaborative global supply chain program.

• Developed a communications strategy and key program documentation while supporting the establishment of a change management function, including stakeholder analysis, partner engagement, and team health initiatives.
• Acted as a thought partner to leadership in clarifying objectives, approach, and messaging.

Led the Change portfolio for a U.S.-based insurance company as part of the Strategic Realization Office, a critical enterprise investment in technology and capacity-building efforts through agile transformation efforts.

• Led a team of change managers, each with significant workstreams.
• Provided executive engagement guidance and strategic direction on stakeholder engagement.

Employee Experience, Talent Management, Organizational Strategy

Co-created and facilitated the employee experience design and strategic approach for a global financial services company based in Southeast Asia.

• Including client-specific IP for the experience and culture model, and the employee experience journey model.
• Facilitated the use of models to develop the desired experience.
• Led the development and delivery of key concepts that were translated into a holistic people transformation.

Managed a team of 12 consultants delivering the next phase of employee experience work for the same global financial services company as it expanded into different HR disciplines, including initial Performance Management design, Talent Management designs, Talent Strategy, Learning and Development, and Organizational Design.

• Additionally, I led various workstreams in which I authored and delivered work on employee attraction, onboarding, initial performance management concepts, and an initial organizational behaviors approach.
• In subsequent work for the same global financial services company, I managed a workstream of highly experienced subject matter resources focused on the core high-performing teams, including a gallery walk style of facilitation and delivery of key high-performing team deliverables, including onboarding, growth mindset, team effectiveness tools, and leader and coach enablers.

Organization & Workforce Transformation

Created and delivered organizational design and a new onboarding program through workshops and client co-creation for a retail health care provider.

• The final deliverable included the implementation and sustainability strategy, content creation and sourcing, the layout of the employee onboarding journey, material templates, and new activity definitions.

Delivered a three-stage career planning evolution through workshopping and C-suite direction for a branded consumer fruit company.

• Developed content templates (creation and sourcing), created and executed success profiles for key roles, and developed a career jungle gym bridging success profiles to achieve strong paths for employees through their careers at the client.

• Led communications strategy, design and development of rebranding of 10-year global supply chain program – Global WM Program

• Primary Account Manager for Procter & Gamble, Campbell’s Soup Company, ConAgra Foods, Hillshire Brands, Beiersdorf, Pfizer, and GlaxoSmithKline
• Managed 25 + projects ranging in size from 25k to 200k. Led/Managed cross-functional teams of 5 to 15 people
• Specialized in consumer and shopper insights, brand analysis and retail dynamics on a global scale

• Primary Account Manager for Procter & Gamble, Campbell’s Soup Company, ConAgra Foods, Hillshire Brands, Beiersdorf, Pfizer, and GlaxoSmithKline
• Managed 25 + projects ranging in size from 25k to 200k. Led/Managed cross-functional teams of 5 to 15 people
• Specialized in consumer and shopper insights, brand analysis and retail dynamics on a global scale