1. LA VERNE CLARK
Peachtree Corners, GA 30092 Mobile: 864-363-4810
QUALIFICATIONS:
• “Roll-up your sleeves and hands-on” Program and Project Management with over 10 years of
international experience working in program and project management roles with a demonstrated sense
of urgency in achieving organizational goals.
• Collaborate effectively in teams, analyze and problem-solve issues to create value propositions that
deliver right results to clients.
TECHNICAL SKILLS:
• Program & Project Management
• Multi-Industry Verticals
• Organizational Design
• Business and Workforce Transformation
• Organizational Change Capability
• Operating Model
• Business Development
• PeopleSoft Talent Management, SAP (ERP) global
• Business Process Redesign system implementation
• Business Analysis: Functional Business Processes
PROFESSIONAL EXPERIENCE:
SunTrust Banks Inc. March 2012 – Present
With total assets of $178.2 billion, is one of the nation’s leading financial services holding companies which provide
deposit, credit, trust and investment services to a broad range of retail, business and institutional clients. Other
subsidiaries provide mortgage banking, insurance, brokerage, investment management, equipment leasing and capital
markets services.
Program Manager Transformation
• Create sustainable measurable outcomes and increase performance through the design and implementation of
change and strategy programs in the Wholesale Services, End-to-End Lending Redesign process, technology,
and procedures.
• Developed and implemented PMO processes and policies, directed project management staff, and
works with other department leaders to define, prioritize, and develop projects and programs.
• Communicate project status issues/risk and results of project costs, partner with change management
lead to facilitate communications to key stakeholders.
• Provide input into the creation of program/project schedules, deliverables framework and baseline
deliverables requirements.
TCS October 2011 – February 2012
An $8.2B IT services, consulting and business solutions partner and leader in the global marketplace among the top 10
technology firms in the world.
Project Manager and Organization Design Consultant
• Developed and monitored project scope, schedule, resources, risks, and initiated corrective action for an
Insurance industry’s Learning and Development Organization.
• Communicated the project work plan and requirements to team, properly allocated assigned tasks, and managed
completion and quality of tasks which resulted in successful project delivery.
• Executed a large-scale organizational transformation project through a reorganizational design framework:
organizational assessment, focus group interviews, design and analysis of workflows, analyzed workload and
FTE, span of control, design organization blueprint and team structure.
• Aligned client on stages of the reorganization and ensured vital information was integrated into the design
process.

2. OMNIFIC March 2011 – October 2011
Arts and entertainment provider of services: performance poetry, performance lecturing, coaching, speaking and
consulting.
Project Manager and Business Development Consultant
• Provided advisory and consultation to owner of business start-up for the development of business
marketing strategy, brand marketing (suggested changes, new ways of using the company brand),
strategic business plan, and start-up budget.
• Developed, reviewed and monitored project scope, schedule, resources, risks, and initiated corrective
action.
IBM Global Services March 2008 – March 2011
A $10B + global business services sector offering HR, Strategy, Workforce & Talent Transformation, Change
Management, services to private and public sectors worldwide.
Project Manager
• Defined strategic roadmaps for the technology enablement of business priorities and objectives through: client
relationship management, gathering client requirements, capturing current state processes, defining future state
processes and improvements, conducting gap analysis, and the creation/proposal of implementation options.
• Worked extensively with all business processes, and multiple industries implementing enterprise level systems in
areas of knowledge management with platforms like Content Management, Enterprise Search, Enterprise Social
Platforms, and Enterprise Portals (ERP platforms, SAP and PeopleSoft).
• Supported bid and proposal sales efforts for new and add on engagements by developing and closing core and
invest client opportunities.
• HRMS Program set out to implement the SAP HCM Solution for Greater China Group (China, Hong Kong,
Taiwan) to unify HR operations into a single global SAP platform that delivers timely, customized information to
business leaders and employees.
• Supported the creation and managed: Project Charter, Project Plan, Project Blueprint, Test Strategy,
Communication Plan, Change Management Strategy, Governance Framework (Compensation & Benefits 21
Roadmaps), and Support Framework.
• Partnered with all stakeholders to lead the development of a full scale project plan using MS Project to manage
task, timeline and resources in the project harmonization efforts.
• Monitored and reported 21 roadmaps (Compensation & Benefits): status, project goals, resource requirements,
and risk/issues to Project Management Office and stakeholders through weekly, monthly and quarterly meetings
using project management tools & templates.
• Designed and executed change management and communication activities for the Compensation & Benefits
Workstreams as part of the overall project delivery.
• Identified risks/issues, led action plan development & execution: traced, escalated and resolved critical issues to
minimize project risk factors using risk/issues log (ClearQuest).
• Analyzed and evaluated project resource cost model to ensure cost compliance.
• Identified resource requirement, assigned responsibilities and coordinated direct/indirect project staff (20+
members) to ensure successful completion of the project.
Owens Corning March 2006 – January 2008
Owens Corning is a global $6B manufacturer of building materials, composite reinforced glass, and fiberglass products
operating in over 30 countries.
Project Manager
• Led a project team through the design and implementation of a global Performance Management (PeopleSoft)
system that saved $325K in external development costs and a breakeven point for the investment in 5 years.
• Collaborated with internal SMEs to redesign the Talent Management framework by: updating core business
processes, policy and procedures, and PeopleSoft technology implementation. Developed and executed change
management and communication strategy to improve organization effectiveness rate from 50% to 95%.
• Led a project workstream team through M&A human resources due diligence activities for a global acquisition that
contributed to the forming of a $3.0B+ global composite materials business.
Eaton Corporation March 2003 – December 2005
A $12.4B premier diversified industrial manufacturer of electrical systems and components; fluid power systems and
services; intelligent truck drive train systems; and automotive engine air management systems.

3. Project Manager (Sr. Human Resources Business Partner) (December 2004 – December 2005)
• Defined requirements for project planning, scheduling, monitoring, reporting and coordinated team activities.
• Led a project team through the design and implementation of a global SCM Functional Excellence talent management
system (PeopleSoft) to build 100% functional talent pipeline resulting in an improved retention rate of 8% to 25%.
Program Manager (March 2003 – December 2004)
• Developed and implemented PMO processes and policies, directed project management staff, and
works with other department leaders to define, prioritize, and develop projects and programs.
• Communicate project status issues/risk and results of project costs, partner with change management
lead to facilitate communications to key stakeholders.
• Led the design and implementation of a leadership development plan by conducting leadership
development needs assessment that resulted in increased leadership effectiveness from a baseline of
75% to 95%.
• Led Six Sigma HR project teams: applied DMAIC framework to improve recruiting efficiency by 90% (42
average days to fill). Design and implemented a new hire on-boarding process to improve 95% of
retention and organization engagement.
GE Infrastructure July 2000 – March 2003
Regional Human Resources Business Manager (March 2002 – March 2003)
• Provided HR leadership to (4) unionized apparatus service centers: employee/union relations - 1
st
chair lead in
negotiating (1) contract, supervision of exempt (non) employees, recruiting and staffing, compensation and
benefits administration, workforce training and development, ensuring compliance of state and federal
employment/labor laws.
• Led Six Sigma salaried employee turnover project to improve voluntary retention by 90% (reduction of 25% to
10%) through defined job descriptions, created a career planning model, and a new hire orientation program.
Production Manager (April 2001 – March 2002)
• Led a 2-shift non-unionized production team of 125-hourly employees to 100% fulfillment of regulatory and
business unit safety training, and implemented (45) internal workstation Safe Behavior Audits.
Human Resources Generalist (July 2000 – April 2001)
• Provided HR leadership to 650 salaried employees and plant leadership in: organization effectiveness,
performance management, recruiting and staffing, workplace diversity initiatives/corrective actions, compensation
and benefits administration, training & development, implementation of AA plan.
• Led a Six Sigma HR project through DMAIC framework that realized a $175M engineering outsourcing services
cost reduction through global research (India, Russia, Mexico) on the impact of services on the GE Global
Supplier Talent Development Program and was awarded a U.S. Patent Docket.
EDUCATION:
M.S., International Business, HR and Labor Relations
Michigan State University
B.A., Business Administration
Clark Atlanta University
TRAINING / CERTIFICATIONS:
Microsoft Certified Technical Specialist
Microsoft Certified Project 2010
Six Sigma Lean Systems
Business Process Management
GE Change Acceleration Process