DAVID SINCLAIR

Company Overview: State agency with an employee population of more than 2,100

• Designs and executes a talent development learning strategy that emphasizes social and experiential learning
• Manages an organizational development budget of $1.5M to design and implement effective talent strategies
• Develops and executes High-Impact Evaluation method for each learning initiative and provides a thorough analysis of results to business stakeholders, implements strategies for improvement
• Collaborated with department heads to identify skill gaps and develop targeted training solutions.
• Created the LEAD Blue leadership development program using design thinking to engage organizational stakeholders; focuses on building leadership competencies through distributed experiential learning and action learning capstone projects
• Conducted thorough needs assessments for individual departments to tailor training solutions accordingly.
• Partners with educational institutions and vendors to provide continuous training opportunities on-site that includes both experiential learning and curriculum-based courses
• Collaborates with partners from Bard College to develops curriculum for the MBA program in sustainability, oversees ongoing program administration
• Conducts organizational assessments to develop solutions to enhance leadership capabilities that supports employees through all stages of their lifecycle while understanding workplace behaviors
• In partnership with the Office of Civil Rights and Inclusion, executes programs to create organization-wide belonging; DEI programs include just-in-time bias mitigation training, and professional development experiences for black, indigenous and employees of color

Company Overview: $120M harbor cruise company with more than 2,500 employees

• Developed and executed strategic initiatives in employee development, culture-building and engagement, and performance improvement
• Launched a first-in-industry talent management strategy that resulted in increased employee engagement and overall performance improvement
• Identified emerging industry trends to inform strategic direction and resource allocation.
• Developed and implemented a competency-based performance management process to enable managers and subordinates to agree on specific capabilities of strength, and areas of development opportunity
• Created annual Professional Skills Development program for high potential employees, achieved a 65% promotion rate upon program completion

Company Overview: $120M harbor cruise company with more than 2,500 employees

• Focusing on exceptional guest experiences and profitability as General Manager, oversaw 4 department Directors in Sales & Marketing, Food & Beverage, Marine Operations, and Administration; provided indirect support for over 300 seasonal staff
• Achieved annual revenue growth of more than 10% for 4 consecutive years through strategic sales management and innovative promotions
• Drafted the unit’s annual budget up to $20M including strategic 3-year plans, sales, marketing, and capital improvement plans
• Streamlined operational processes by implementing best practices.
• Fostered a culture of accountability for improved team cohesion and morale.

• Company Overview: $120M harbor cruise company with more than 2,500 employees
• $120M harbor cruise company with more than 2,500 employees