Rosanne Nelson, MBA, MA, PMP, PCC

Recruited to serve as the Lead Coach for select DCSA Leadership Programming (Coaching Skills for Leaders); as well, Team Development and Individual Coaching services in support of the DCSA’s mission.

• Designs, implements, and evaluates comprehensive leadership development initiatives aimed at enhancing the skills and capabilities of the DCSA workforce.
• Collaborates with internal / external stakeholders to identify leadership development needs, while tailoring programs to address specific requirements.
• Serves as a subject matter expert on leadership development best practices and trends, integrating innovative approaches into program design and execution.
• Establishes metrics and benchmarks to measure the effectiveness and impact of leadership development initiatives, making data-driven adjustments as necessary.
• Stays abreast of industry developments and advancements in leadership theory, team development and executive coaching, integrating new insights into program offerings.
• Serves as a liaison between select DCSA leadership and program participants, facilitating communication and fostering a supportive and sustainable learning environment.

Recruited to lead the organizational transformation work-stream on behalf of the Health Resources and Services Administration (HRSA), a pivotal organizational component toward modernizing the Organ Procurement Transplantation Network (OPTN) within Health and Human Services (HHS).

• Diagnosed intricate organizational challenges, steering the development and implementation of solutions to optimize overall performance and drive change management initiatives within the HHS.
• Developed and deployed customized operational & strategic frameworks in support of large-scale organization transformation and human capital needs inventory.
• Designed, facilitated and seamlessly executed a highly successful two-day executive leadership development program as an anchor to establishing a clear vision, shared values, and a unified path forward.
• Launched a strategically-aligned prioritization optimization framework targeting, employee engagement, leadership effectiveness and cohesion across the Health Systems Bureau (HSB).
• Formulated foundational strategies to drive stakeholder engagement, strategic visioning, skills gap analyses, and workforce analytics, as key levers to support large-scale transformation and navigate rapid change.

Promoted to launch the ‘first of its kind’ Member Leadership Development department aimed at enhancing leadership effectiveness of early-career cardiologists. Growing participation by 15% with each leadership development cohort, programming served to transform technical and clinical experts from individual contributors to successful, strategic, and transformative leaders.

• Partnered with key stakeholders to maximize core business knowledge, garnered essential buy-in, formulated successful execution, and drove sustainable ROI.
• Determined non-clinical leadership competency framework; aligned programming to support leadership development needs across the career lifespan of a clinician.
• Led focus groups, needs assessment analyses, and data gathering to ensure the leadership development framework and intended outcomes remained in sync with stakeholder needs and ACC’s strategic objectives.
• Developed and launched robust leadership-based core curriculum, as well, a robust peer-mentoring and coaching function. Provided a unique program structure and real-time learning lab, targeting growth opportunities to increase self-awareness and leadership efficacy. Realized return on investment within the first 12 months.
• Guided leadership development programming that continues to surpass expectations with a positive impact, as published in the Journal of the American College of Cardiology (JACC). With measurable growth in self-awareness, self-regulation, relationship management, and social awareness, subject matter experts report transformation as strategic organizational leaders and drivers of positive change in complex organizational systems. Program success and impact catalyzed a $1M donation to launch additional programming for mid-career women in leadership.
• Facilitated custom leadership development programming, in-depth assessments, and coaching for executive cadres including the Board of Trustees.

Recruited to build, launch, and lead a new talent management function. Served as subject matter expert and change agent to grow, engage, and empower 300 employees during a time of organizational transformation and rapid change. Strategically navigated the human capital challenges that often accompany significant change.

• Designed and strategically launched ACC’s leadership development competency model, intended to serve as the organization’s “North Star.”
• Developed and executed one-year and three-year talent management growth plans integrated with business initiatives to meet ACC imperatives.
• Planned, designed, and implemented enterprise-wide efforts targeting culture, strategy, change management, and organizational transformation.
• Conducted cross-organizational leadership assessments and skills analyses to determine trending and opportunities for compounded ROI.
• Built and launched ACC’s leadership competency framework to drive a healthy organizational culture, while also serving as a leadership roadmap for individual growth and team efficacy.
• Deployed myriad leadership development solutions for employees at all career stages; as well, solutions for external stakeholders serving as member-leaders of the ACC.
• Remained anchored to transparent change management processes to achieve buy-in, build trust across initiatives, while addressing employee concerns at all levels with diligence.
• Ensured talent management initiatives comprehensively engaged early-career employees, mid-level team leaders, and the senior executive leadership team.
• Designed and led the performance management cycle, formulating alignment and integration with ACC’s leadership competency model and talent development processes.
• Developed, measured, and benchmarked the efficacy of ACC’s human capital efforts, applying outcomes to leadership development programming, talent management strategy, organizational health scorecard, and succession planning.
• Enhanced leadership development programming, increased organizational effectiveness, enabled culture transformation, and increased employee engagement.

Promoted to support Fannie Mae’s transformation toward a transparent, accountable, and unified organizational culture anchored to shared values.

• Leveraged institutional knowledge, in the wake of the financial crisis, to stand up a change management function.
• Developed initial change management methodology and related tools within the Enterprise Program Management Office. The methodology served as a key lever in driving large-scale transformation efforts and increasing user adoption.
• Engaged key stakeholders with a proactive strategy, unifying structure, and aligned communication critical to progress.
• Led comprehensive enterprise communication while also cross-collaborating with colleagues in shared services, talent acquisition, benefits, and compensation to forge a seamless, integrated approach.
• Executed performance and talent management processes through the annual talent management cycle.
• Led the talent review process for leaders at the Officer and Director levels. Briefed executives regarding individual and organizational implications for robust talent development, strategic succession planning, and culture shifts underway
• Conducted enterprise-wide analyses into project derailment trends linked to a loss of $10M. Pinpointed key issues involving communication, leadership, and processes disproportionately focused on systems over people.
• Shifted historically siloed operations toward a healthy, collaborative enterprise, targeting human capital needs and organizational effectiveness.
• With empathy, expertise, and the ability to pivot, established a safe-space for organizational diagnoses, difficult conversations, the opportunity to rebuild Fannie Mae’s culture and regain employee trust.

Recruited to design, deploy, and facilitate leadership development solutions to Fannie Mae's 1,500 people managers. Enhanced talent development processes during a time of great uncertainty, creating stability and forward-motion amid enterprise-wide transformation.

• Conducted a comprehensive needs assessment to identify gaps in individual and team performance.
• Leveraged findings that revealed Fannie Mae’s exceptionally skilled financial and technical experts needed extensive leadership development programming, individual/team interventions, 360-degree assessment processes, and targeted coaching with measurable outcomes.
• Designed and facilitated curricula targeting leadership during times of crisis and change.
• Deployed a robust compendium of management-development programmatic offerings to address the diverse needs of managers, overseeing an extensive network of L&D vendors and an $850K development budget in support of the effort.
• Executed 127 focus group gatherings across the enterprise addressing Fannie Mae’s culture, garnering 86% survey response rate, 50% in-person participation rate, and real-time feedback.
• Facilitated culture engagement sessions targeting 400 senior leaders, focusing on guiding the organization during an unprecedented time of change. The collective data served to shape Fannie Mae’s organizational culture and strategic imperatives moving forward.

Newly created role for the defense and logistics division of Halliburton (KBR) in response to 9/11, tasked with increasing organizational effectiveness, enabling strategic leadership, and driving culture change domestically and abroad.

• Diagnosed leadership challenges and skillset gaps to inform strategic growth and culture improvement for the organization.
• Designed a targeted curriculum framework, established culture-building initiatives, and deployed leadership development programming to the executive team, local (onsite) staff and contractors stationed overseas. From orienting new employees stateside to traveling to Baghdad to conduct needs assessments, I created trust and credibility within a unique organizational construct.
• Served as primary subject matter expert on organizational transformation and workplace efficiency, including change management, strategic leadership, and talent-related metrics for enterprise growth and sustainability.
• Advised senior leadership team on implementing succession planning, enhanced performance management processes, change management interventions, team-building assessments, and leadership coaching.
• Executed a skills-gap review of 450 U.S.-based employees to assess leadership effectiveness, team-based strengths, and opportunities for organizational improvement. Utilized outcomes to build an innovative learning and development program while improving existing development efforts.
• Launched leadership programming targeting conflict resolution, team building, Meyers-Briggs, and performance management. Established benchmarks to ensure professional development imperatives met stated goals.
• Designed and facilitated custom leadership development programming to support change leadership, business performance improvement, and targeted competency development. Saved the organization $125K by developing programming internally.
• Led an Ethics Training Program for contractors in the Middle East, facilitating onsite in Iraq.

Created a ‘first-of-its-kind’ leadership development program for a global manufacturing organization, supporting the growth and development of a diverse workforce comprised of salaried and non-salaried employees. Gained credibility in advising a traditional workforce on adapting and progressively embracing change for organizational sustainability and long-term success.

• Developed the Lafarge Leadership Development Program, a 3-day deep-dive into leadership fundamentals that sought to help advance plant-level managers into corporate stewards. Generated high-demand and capacity attendance for the course, with evaluations scoring an average of 4.6 out of 5.0.
• Facilitated professional and management training programs for both hourly and management employees across North America. Developed programming through a methodical analysis of human capital needs, core business objectives, and cross-collaboration with subject matter experts across the organization.
• Managed the 360-degree performance review process and development pathway serving 5,000 U.S.-based team leaders
• Designed metrics methodology to ensure measurable, aligned program outcomes, supportive of diverse workforce needs.
• Executed custom individual, team, and division-based programming to advance global goals while staying abreast of local manufacturing market realities.
• Leveraged expertise in technology-based learning tools to launch Lafarge’s inaugural e-learning platform.