1. Krista L. Hennessey
1449 Washington Street
Apartment #2
San Francisco CA 94109
Professional Summary:
Engaging and top performingChange leader, employee workplace learning andleadership
developmentspecialist.Provenabilityto leademployeesthroughtransformational change
efforts, manage the developmentanddeliveryof innovative online,blended,instructor-led,
synchronous and asynchronous employee trainingand developmentsolutions,andprovide
tailored 1-1 Executive coaching programs to prepare leadersat all levelstomeetthe challenges
of ongoingchange
Operational experience includes: Strategic Planning& Budgeting, Brand Management,
DesigningChange Leadershipstrategy and processes, SDLC and Agile Software Development,
Platformmanagement and Web Design, People management and developingleadersatall
levels
Key strengths: Leadership Development,Change Leadership, BusinessAcumen,Risk
Assessment& Mitigation,Learning, Communication for Understanding and Employee
Engagement specialist, Vendor/ContractorManagement withthe abilityto develop
relationshipsat the officer-levelrelationships andLine of BusinessPartners.
Additional strengths: Strategic Visioning, Enterprise Program Presentation& Facilitation,
Initiatingand mediatingCrucial Conversations, ConflictMediation, ContentManagement,
Networking, Talentmanagement,Large scale eventplanningand execution.
Work Experience:
Change Leadership Advisor & Lead
Pacific Gas and Electric Company
77 Beale Street San Francisco CA 94105
Jan 2015 – Present, PG&E IT, SuperFit Affordability Program
 Lead the change leadership strategyand tactical engagementplan,including
communicationsand training, requiredto implementa Lean transformation within
PG&E IT by 2019.
 Create and implementengagementopportunitiesfor IT workforce stakeholders and
partners across all linesof business to communicate and train all impacted stakeholders
on the businessbenefitsof Lean and new Lean ways of working.
 Help to drive a continuousimprovement mindsetand practices to helpPG&E IT reach its
affordabilitygoals.

2.  Consultwith and developofficer-level relationshipstodrive adoptionof Lean mindset
and management to focus on drivingefficiencyinall planning,buildand operational
functions at all levels.
 Evaluate and developnewchange tools, communication processesand training
solutions to accelerate adoption of Lean IT and continuousimprovement.
 Coach, mentor and train 12-14 membersof the SuperFitIT Plan/Build/Run workstream
and contractor staff to consistentlymodel Leanmindsetand behaviors.
 Model strong people skillstoensure the right communication and coordination are
occurring withinthe SuperFitcore team and the right collaborationis occurring with
external teams.
 Identifyrisksand mitigate engagementstrategiesneedto keepSuperFit program on
target to achieve Lean transformation.
 Consistentlydemonstrate strong functional skillsandsharp businessacumento ensure
the team is providingthe highestvalue possible againstits mission.
May 2014 – Jan 2015, PG&E Gas Operations, Technology Strategy and Solutions Group
 Providedchange leadershipadvice and support for major initiativestoensure Gas
Operationsemployeeswere preparedfor technology,process and organizational
changes outlinedinthe Gas Operations TechnologyRoadmap.
 Assessedchange needsand designedchange strategiesand engagementplansthat
supportedorganizational readinessforchange, both pre and post technologyproject
deployment.
 Partneredwith project managers and businesssponsors across Gas Operations and
PG&E IT, to execute change leadershiptactics includingcoordinatedLearning,
Communicationand Engagementactivities. PartneredwithPG&E Academyand
Corporate Communicationsteams to implementplanswhennecessary.
 Created adoptionmetrics and partnered withtechnologyproject teams to drive the
sustainedadoptionof change and maximize the effectivenessandbenefitsof change
initiatives.Anticipatedpeople relatedrisksanddevelopplansand actions to mitigate
risks and address resistance or lagging adoption.
 Evaluated and measuredresultsand success of change strategies,plansand actions and
presentedweekly findings toGas Senior Leadershipand Officers.
 Partneredwith PG&E Academy and Corporate Communications teamsto implement
plans whennecessary.
 Developed& maintainedrelationshipswith all projectstakeholdersincluding
management,union leadershipandmatrix or cross-functional teams to deliverdesired
impact and results.
 Partneredwith project managers to evaluate which change vendors,contractors or
products best meetthe needsof a project.Work to secure and manage contracts or
implementacquiredproducts and solutions.Provide trainingon PG&E Enterprise
Change Methodologyto external vendorsalong withon-goingcoaching on change
leadership approaches.

3.  Incorporated Enterprise Change LeadershipMethodology intoexistinggovernance
processes,participatedin project evaluationsand designstrategiesto assist project
teams in meetingECL requirements.
Content Management Strategist & Sr. Instructional Designer -Innovator's Accelerator
Apollo Lightspeed - Apollo Group
199 Fremont St. San Francisco, CA 94105
May 2013 – January 2014
 Provide strategy, leadershipand instructional design requiredto launch Apollo’s
Innovator’s AcceleratorIAx course offering.A 30 hour independent,asynchronous
learningand innovationchallenge featuringcontent providedby the authors of “The
Innovator’s Dilemma,”Clay Christensen,Jeff Dyerand Hal Gregersen.
 Partneredwith project teams from IDEO and Digital Foundry to produce a personalized,
social and collaborative learningexperience withgamifiedlearningactivitiesrelevantto
the learner’s specificbusinesschallenges.
 Created skill-buildingprojectsaimedat transforming employee behaviorandhelp
learnersaddress real businessproblems.
 Managed the executionof all aspects of instructional designand content management
for IAx
 Created and maintainedIAx master project plan, keydeliverables,milestones,
dependenciesandrisks.
 Partneredwith Apollobusiness,engineeringandproduct management teams to
determine final course offeringand user experieince,facilitate hand-offs,andensure
timelylaunch of IAx.
 Worked with the ApolloBrand managers and internal salesteams to define,revise,
developlaunchstrategy to provisionpilotcohorts.
 Servedas a single pointof contact for IAx projectstatus items.
Platform and Product Training Strategy and Design
Apollo Education Services- Apollo Group
199 Fremont San Francisco, CA 94105
January 2012 – March 2013
 Provide strategy, leadershipandoversightof all training projects requiredto launch
Apollo’s newonline learningplatformto Apollo’s internal and external academicclients.
 Drive and manage the executionof all training projects and initiativesbycreatingand
maintainingmaster project plan,key deliverables,milestones,dependenciesandrisks.
 Partner with business,engineeringandproduct management teams to determine
appropriate

4. training solutions,facilitate deliverablehand-offs,andensure timelylaunchof training
initiatives.
 Work withthe AES customers and internal stakeholdersto define,revise,developand
implementtimelytrainingsolutions tosupport systemmigration and drive adoption of
the AES learningplatform.
 Serve as a single pointof contact for all trainingproject status items.
Sr. Organizational Development, Leadership & Training Advisor
Park City Mountain Resort, Park City, Utah
January 2000 – January 2003
 Co-authoredthe mission,visionand value statementto help Park City Mountain Resort
(PCMR) transitionfrom a nationallyknown Utah ski area, to a year round, world-class
Resort able to host the 2002 Winter OlympicGames.
 Partneredwith The Ken Blanchard Companiesto helptransform the operatingculture at
PCMR by implementingSituational Leadershipwiththe executive, firstline andsecond
line managementteams at the resort in2000.
 Managed annual trainingstrategy and an annual budget of $100k+. Saved $12k in
training
costs by targeting areas for cost containment and producing in-house trainingsolutions
wheneverpossible forExecutive level,FirstandSecond Line Management groups and
1200
Frontline Team members.
 Coached and advisedexecutive andsenior leadershipgroupson Leadership
skills,change management processesand organizational developmentactivitiestomeet
PCMR’s newstrategic and operational goals.
 Used instructional designtechniquestoperform needsassessment,define learning
objectivesanddevelopcustom training solutionsinorder to support the new
participative, customer focusedand qualitydrivenculture at PCMR.
 Programs included:DepartmentManager Development Program, People Management
for NewSupervisors,Exceptional Service for Frontline Team Members and a newTeam
Member OrientationProgram.
Sales Force Effectivenessand Organizational Development Manager
Bristol-Myers Squibb, UK & Ireland
January 1997 – January 1999
 Developedannual trainingstrategy for BMS SalesForce in the UK and Ireland to
increase pharmaceutical salesin the areas of Oncology,Virology,Central Nervous
Systemand Cardiovascular medicine.
 Controlledan annual trainingbudget of 800,000k pounds sterling.

5.  Managed an in-house trainingand ISD team consistingof 14 members to design,
developand present medical trainingprograms for 350 BMS Medical and
Hospital Representativesinthe UK and Europe.
 Partneredwith BMS Brand Managers to support marketing and operational effortsof
newdrug launches,namelyPravachol, PlavixandTaxol with tailored product information
training.
 Revisedand deliveredabi-annual representative induction programto prepare all new
BMS Medical Representativestopass the Associationof BritishPharmaceutical Industry
Exam requiredby the UK Pharmaceutical Industry.
 Worked as part of a three-personteamto organize and deliverBMS Sales Conference in
Montreux Switzerlandfor 2500+ attendees.
 Personallydesignedandledlearningevents for 1200 participants duringsales
conference.
 Advised BMS Salesand Marketing Directors on how to identifytrainingneedsand/or
performance problemswithintheirrespective businessunits.
 Partneredwith UK, European,and US basedBMS HR Directors to pilota competency
model for First Line and Second Line Manager Development.
Employee Leadership Development & Sales Training Manager
GAP UK & Germany
January 1993 – January 1997
 Partnered with Gap’s US and UK Businesspartners and BusinessLeaders
to developand manage the annual trainingstrategy for 50+ UK Retail Locations,
employingapproximately3500 employees.
 Lead Presenterand Facilitator for a Gap Inc. custom versionof The KenBlanchard
Companies:“Situational Leadership”and “Situational Self Leadership.”
 Designed,deliveredandevaluatedall sales,product and customer service training
during Gap's expansionintoGermany.
 Managed the customizationand implementationof Gap Inc. managementdevelopment
programs inthe United Kingdomand Germany.
 Liaisedwithcorporate counterparts in Gap’s US, Japanese,Canadian and French
business unitsto capitalize on best practices from each country while ensuringcore staff
developmentstandardswere met.