SVP, Chief Human Resources Officer and Chief Diversity Officer @
Bachelor's degree, English Language and Literature/Letters @
Jacqueline M. Welch is a skillful business leader with particular expertise in human capital management within both highly dynamic and static domestic and global organizations. Jacqueline specializes in connecting employee populations to leadership in a compelling way that drives business performance and operational excellence. Jacqueline's leadership style is based in her character, authentic priorities and pragmatic governance.
Jacqueline M. Welch is a skillful business leader with particular expertise in human capital management within both highly dynamic and static domestic and global organizations. Jacqueline specializes in connecting employee populations to leadership in a compelling way that drives business performance and operational excellence. Jacqueline's leadership style is based in her character, authentic priorities and pragmatic governance. As a seasoned orator, Jacqueline’s communication contributions ensure clear understanding and clarity across all leadership and employee populations. She repeatedly delivers operational results within organizations that value and prioritize human capital as their most potential laden asset.
SVP, Human Resources @ Worked across all the divisions of Turner Broadcasting to set and drive the talent management strategy including succession planning, performance management, learning and development, organizational development and all diversity initiatives. Tapped to lead HR for the international division of Turner to bring appropriate domestic programs online across the international regions as well as innovate and execute appropriate people strategies by region. From 2008 to 2013 (5 years) Atlanta, GeorgiaBoard Member @ From 2005 to 2008 (3 years) Greater Atlanta AreaVP, Employee and Organizational Effectiveness @ Oversaw and drove all human resources development and management functions for a $2.2 billion, 10,000 employee manufacturing company with 90 locations in the United States, Canada, Mexico and Chile, including compliance, health and welfare, career development, succession planning, performance management, organization development, training and learning and workplace initiatives, such as diversity. Managed corporate communications, corporate citizenship and talent acquisition. Participated as a member of the Leadership Group and Disclosure Committee. Reported directly to the CEO and was an officer of the company. From 2002 to 2008 (6 years) Norcross, GeorgiaVolunteer @ From 1998 to 2008 (10 years) Greater Atlanta AreaDestiny's Fund @ From 2006 to 2006 (less than a year) Greater Atlanta AreaSenior Manager @ Senior Manager
Partnered with a $15 billion dollar global pharmaceutical company to integrate their U.S. Finance operation in the wake of their most recent merger.
Results: Contributed to the realization of $2.5 million worth of synergies while preserving 85% of Finance headcount. Increased the change management fees associated with the engagement from 9% to 15% of the revenue total.
Partnered with the beverage division of a $20 billion food and consumer packaged goods company to design, develop and deliver a field management skills training curriculum focused on deploying systemic solutions to enhance both company-owned and franchise-owned bottler performance.
Results: Improved front-line performance leading to increased operating profits of 40% in year one. Reallocated advertising and marketing budget to effectively expand $60 million of advertising and marketing efforts to additional international regions.
Partnered with a $41 billion dollar specialty store to assess the processes for managing its footwear business. Leveraging a 12-person team, designed and developed the project approach, structured the data analysis, developed actionable recommendations; designed, developed and delivered the communication strategy and presented the recommendations to senior management.
Results: Implemented a new flow planning process for all key styles that improved merchandise turn by 30%; reduced model stock and replenishment cycle by 25% and implemented a measures and reward system that balanced growth and profitability with inventory productivity.
Partnered with a $135 billion energy company to retool an already existing human resources model for use as a vehicle to identify internal resources for staffing to existing and future SAP implementation teams.
Results: Staffed 86% of all SAP implementation team needs internally resulting in savings in excess of $5 million dollars in recruitment costs in year one. From July 1996 to November 2001 (5 years 5 months) Greater Atlanta AreaAssociate @ Representative Engagements
Partnered with a $13 billion beverage bottler to assist in building and developing a human resources capability plan based on a growth by acquisition business strategy.
Results: Created and implemented organization development planning tools, frameworks and processes for assessment and selection of key leader positions, performance management and competency development.
Partnered with a Tokyo-based automaker to design, develop and administer a 360° feedback instrument for assembly plant employees.
Results: Identified and defined relevant performance criteria also used to redesign the performance management and compensation systems.
Partnered with a $15 billion transportation and logistics company to develop a company-wide diversity strategy that supported the business strategy.
Results: Designed, developed and delivered a three-day diversity workshop that focused on the strategic and competitive advantages of diversity for all of the company’s employees. From March 1995 to June 1996 (1 year 4 months) Greater Atlanta AreaAssistant Buyer @ Internal Consultant (6/93 – 7/94)
Developed staffing plans to support $130 million in annual gross sales by analyzing volume projections, traffic patterns, demographics and the competition.
Results: Increased sales by 58% over previous year while maintaining profit margins for Christmas 1993.
Conducted comprehensive monthly audits including communication of objectives, results and training to all levels of staff and management.
Results: Achieved an average of 91% for 4th quarter 1993 and 1st quarter 1994 resulting in increased customer service scores.
Initiated recruitment and attrition programs to reduce turnover percent.
Results: Reduced open positions to 1.5% against a corporate guideline of 5% while creating partnerships between central and branch store management.
Associate Buyer (8/91 – 6/93)
Managed sales, financial, inventory and gross margin performance; distribution, assortment and business planning with profit and loss responsibility for a $15 million area.
Results: Negotiated end of Fall 1992 season return to vendor in basic denim and implemented use of model stock program for Spring 1993 basic denim resulting in $300.0 in stock pressure relief and 47% increase in sales. From 1991 to 1993 (2 years) Greater New York City Area
Master's degree, Human Resources Management/Personnel Administration, General @ Milano School of International Affairs, Management and Urban Policy From 1991 to 1994 Bachelor's degree, English Language and Literature/Letters @ Syracuse University From 1987 to 1991 Leadership Atlanta, Class of 2006 Jacqueline Welch is skilled in: Strategic Planning, Change Management, Public Speaking, Strategic Human..., Global Human Resources..., Employee Relations, Employee Engagement, Organizational Design, Organizational..., Manufacturing, Process Improvement, Organizational..., Continuous Improvement, Lean Manufacturing, Six Sigma, Strategy Execution, Executive Coaching, Mergers & Acquisitions, Divestitures, Culture Change, Mentoring, Management, Training, Strategy
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