FULKERSON & ASSOCIATES: NEW YORK CITY (Present)

Independent consultant designing and delivering leadership and organization development initiatives.

Key practice areas include:

• Leadership Development.
• Executive Coaching.
• Assessment / Selection.
• Succession Planning.
• Building High Performance Cultures.
• Team Development.
• Cross Cultural Effectiveness.
• Change Management.
• Competency Modeling.
• 360 Feedback.
• Performance Management.
• Training.
• Facilitations.
• Lominger International / Korn Ferry Associate.

Cisco Systems, Inc.: San Jose, California

Vice-President, Leadership and Organization Capability.

Accountable for leadership and organization development for the world’s largest internet equipment and services provider.

Key accomplishments included:

• Leading development and implementation of a succession planning process.
• Driving the structure and content of a leadership development system.
• Driving the development and implementation of an on-line performance management system.
• Co-leading the development and delivery of curriculum and content for the annual senior management meeting.
• Leading the design and delivery of online and classroom training to prepare mangers for the largest layoff in Cisco’s history.
• Leading and coordinating delivery of a curriculum for management training.
• Leading the design and delivery of the first “soft skills” e-learning initiative in Cisco’s history.  Initiative delivered skills and knowledge for leading change management during a period of contraction in Cisco’s business.
• Coaching senior executives on personal competencies and organization effectiveness.

WPP / Young and Rubicam Brands: New York City

Senior Vice President, Organization Development

Accountable for global organization development for the world’s largest integrated marketing communications service organization.  Offices were located in 100 countries with 50,000 professionals.

Key accomplishments included:

• Driving strategic alignment and shared understanding on actions needed to produce a competitive advantage (culture).  Surveyed 200+ senior executives to define priorities and delivery a global senior leadership conference to educate lines of business and provide guidance on how to collaborate across lines of business.
• Defining leadership competencies and assisting in the delivery of the Young Lions Program for the development of High Potential Talent.
• Managing resourcing and succession planning to drive movement of high potentials across lines of business.
• Developing and implementing a 360 feedback process for senior business leaders.
• Building a training program matrix for initiatives driven from the Corporate Center and consulting on line-of-business, specific programs.  Matrix included management training and skill based initiatives.
• Designing a process for succession planning and the development of “A” or high potential talent.
• Coaching senior and high potential executives on personal competencies and organization effectiveness.

Young Presidents’ Organization: Dallas, Texas

Vice President Executive Development and Education.

Four month assignment to build a strategy for the development and education of the 8000 members (Presidents and CEO’s).  YPO member’s companies represented approximately $1.3 trillion in revenue, with 8 million total employees, and are located in more than 80 countries.

Key accomplishments included:

• Driving and elevating support levels for YPO Forum.  Forum is a network of mutual support groups run and facilitated by   members to provide a confidential platform for the discussion of business and personal life issues.  Recruited and hired a new Forum executive director.
• Led a market research study to identify needs and interests of members to drive curriculum and program development.
• Participated in the development and delivery of “San Francisco University” (an internal YPO program) one of the first initiatives designed to deliver knowledge and skill for using the internet as a business tool.
• Participated in design of a member driven business renewal and change program leveraging the Kellogg School of Business.
• Task force member attempting to revamp internal governance and administrative processes.

Kmart, Inc: Troy, Michigan

Vice President, Organization Capability.

Key Accountabilities were to initiate and develop organization capability and training initiatives to drive the initial turnaround actions of this $33 Billion Revenue, 300,000 employee organization.

Key accomplishments included:

• Leading development of a succession planning process for senior Kmart executives for review and action by the Board of Directors.
• Leading development and delivery of a leadership development initiative for HQ staff using the services of the Blanchard organization.
• Leading development and delivery of the first store manager’s development program.
• Developed and installed a 360 feedback tool.
• Coached senior executives on personal competencies and organization effectiveness.
• Managed customer service call center.  Upgraded information capture and utilization.  Data collected was used to drive key components of store manager compensation and provide market information for merchants and buyers.
• Designed and delivered a new performance management and appraisal system for HQ, Field, and Distribution Centers.
• Coordinated and led the training function for stores, distribution centers, and headquarters.  Installed the umbrella concept of “Kmart University.”  With limited budget transformed a warehouse into a brick and mortar training facility.
• Led first CD ROM / Online training for store personnel.
• Leveraged in-house satellite broadcast network to deliver training and real time communications.
• Led development and execution of store associate attitude survey process to improve store working conditions, customer service, and morale.
• Facilitated senior strategy sessions for store operations.
• Led and executed a study to correlate store manager behavior (360 based) with associate attitudes and a customer service index (measured by mystery shoppers) to predict store profitability.  Result identified key competencies required for outstanding store managers.

PepsiCo: Purchase, New York

PepsiCo, Inc.:

Vice President, Leadership Development

Key accomplishments included:

• Assist in taking the Development of the PepsiCo University to the next level of program sophistication and delivery.  Programs were delivered primarily by PepsiCo senior executives.
• Accountabilities included design, coordination, and delivery of Organization Development initiatives across PepsiCo in both domestic and international divisions (Frito-Lay, PepsiCo, KFC, Taco Bell, Pizza Hut, PepsiCo Restaurants International and PepsiCo Food Systems).  PepsiCo in 180+ countries.
• Facilitated design and delivery of PepsiCo Global Management meeting.

PepsiCo Foods & Beverages International: Somers, New York:

Vice President, Organization & Management Development.

Key accomplishments included:

• Organization and Management Development Initiatives across International Snack Foods (Frito-Lay) and Beverages (Pepsi-Cola).
• Led the development of Personnel Operating Systems to set standards for recruiting, selection, development, compensation, and benefits.  Effort resulted in improved worldwide personnel practices.
• Led development / implementation of selection and on-boarding systems for international executives.Developed and managed Designate Program that brought non-US executives to the US for a year plus of work and training before returning to their home country.
• Provided counsel to key executives on improving organization effectiveness and personal leadership qualities.
• In collaboration with the Center for Creative Leadership, conducted a study to define success characteristics and fatal flaws of international managers.  Results improved selection of executive leadership.
• Designed and drove a culture shift initiative (High Performance Leadership - HPL) designed to jumpshift the development of new products and marketing strategies across the portfolio.  HPL included action learning and leadership development components.
• Led the development of a global human resource strategy providing improved focus on organization development, selection and compensation.
• Led development of yearly human resource and succession plan.  Process built from smallest functional and operating units through the balance of the organization and was eventually reviewed by PepsiCo’s Chairman.
• Developed an international performance management / appraisal system.  Key components included on-going, instant feedback and developmental guidance.

Pepsi Cola International: Somers, New York:

Vice President, Organization and Management Development.
Director, Human Resources.

Key accomplishments included:

• Responsible for the development and implementation of human resource programs in the international Beverage Division of PepsiCo (PCI).  PCI managed franchise operations, joint ventures, distributorships, and company owned plants in 160+ countries.
• Develop and implement a global human resource strategy.
• Design and deliver organization development initiatives as required by operating units.
• Designed and delivered a management development program.
• Designed and delivered a global human resource planning process and assure that planning actions were implemented.
• Design and delivered executive development initiatives including a high potential mentoring initiative.
• Designed and facilitated senior strategy sessions and staff meetings.
• Design and deliver training programs.
• Designed and implemented a selection initiative (Fast Focus) to select leaders across the PCI system.
• Coordinated organization attitude surveys and led follow-up on implementing action plans.
• Designed and delivered a global performance management process.
• Coached individual executives and managers.

Southwest Bancshare: Houston, Texas

Vice President Human Resources

Key accomplishments included:

• Senior personnel office for this multi-bank holding company.
• Served on the Boards of 3 member banks.
• Installed a new executive compensation and stock option program.
• Developed and installed a new performance based appraisal system.
• Coordinated merger activity (human resources) for newly acquired banks.
• Managed and coordinated system recruiting efforts during a period of rapid expansion.
• Chairman, Compensation and Pension Committees.
• Managed and directed training staff.

LWFW, Inc. Dallas, Texas

Principal and partner in the organization psychology practice of this regional consulting company.

Key accomplishments included:

• General Management Consulting.
• Executive Assessment and Selection.
• Executive Coaching.
• Management Development.
• Consumer Research.
• Job Design / Analysis.
• Compensation Planning
• Development of specialized selection tests (e.g. selection of fingerprint experts) for the Texas Department of Public Safety
• Representative Clients:
  • Frito-Lay
  • Cessna Aircraft
  • General Portland Cement
  • Texas Instruments
  • Lone Star Beer
  • Various banks
  • Greyhound Bus
  • Airgo (Air Freight)
  • Crested Butte Resorts
  • Houston Police Department and Texas Highway Patrol.

Central Intelligence Agency:  Washington, DC:

Assessment Psychologist.

• Served on the Psychological Services Staff within the Office of Medical Services.
• Responsible for the assessment, selection, training, and development of high ability staff officers.