Heidi Grange

Experience

• 

  Thomson Reuters

  Mar 1999 - Aug 2019

  Established a trusted, strategic business partnership with two SVP/Managing Directors of the Sales and Account Management & Customer Strategy divisions within the Legal Business Unit. Led teams of various levels from HR Generalist to Senior Director and supported 3,100 employees globally within the Large and Midsize Segment. Member of Legal HR Leadership Team, helping to create broad people strategy across the Legal BU and influence enterprise-wide initiatives.• Appointed by CHRO to reimagine the Thomson Reuters HR model to support business priorities after a significant divestiture. Project included organizational assessment and redesign, development of new operating model with agile teams, and identification of process inefficiencies.• Leveraged data, surveys, and employee feedback to help leaders take action to improve engagement and create a culture of accelerated decision-making, empowerment, and appreciation.• Actively led the due diligence and integration process of several acquisitions, and helped enable a large divestiture. Led the talent assessment, culture, benefit, and policy integration planning, with a focus on retaining talent and attaining board paper targets. • Designed global product management organization and established new leadership team consisting of six new global VPs (CAN/ANZ/UKI). Worked with regional HR partners to hire teams in each country, with awareness of local employment law. • Developed and executed the talent management strategy for the customer segment, including critical succession planning, recruiting talent, and implementing various talent assessments (nine-box, 360 feedback and behavioral style) to develop senior leaders. • Engaged in DEI initiatives, including creating a talent strategy focused on increasing diversity within the business. • Managed multiple employee relations issues, including investigations, performance coaching and conflict resolution. Show less Progressive career moves from Senior Generalist to HR manager, then Director/Sr. Director, to become a core member of HR team instrumental in driving growth and expansion of acquired businesses. Led ongoing coaching, feedback, and development planning. Built strategic relationships and advised senior leadership on people strategies and tactics. Key Accomplishments Include: • Led preacquisition due diligence, followed by seamless integration. Advised FindLaw leadership team on performance management, coaching and team effectiveness. Developed new sales channel model, determining structure and compensation, and defined roles for hiring of 140+ nationwide sales reps.• Partnered with leadership on organizational changes, workforce planning and talent acquisition efforts for marketing segments, including realigning teams to focus on customer sub-segmentation, compensation analysis and recruitment of key talent. Managed investigations, policy issues and job reclassification processes.• Led sales management training efforts with recruitment, interviewing and hiring. Designed and delivered sales management training, including recruitment practices, hiring assessments, performance management and coaching as part of the new sales model for the new business type.• Drives the talent management strategy, including succession planning and a leadership rotation program to develop future leaders. Developed an executive on-boarding program to accelerate new hire learning and assimilation into the business. Show less • HRBP to various client groups, including Technology, Strategic Marketing. Provided full generalist support, including management coaching, leadership development, program development and managing annual processes. • Advised managers on a wide variety of people issues, including employee relations, performance management, recruitment and continual coaching. • Launched Technology Orientation program to retain talent. Program included technology rotations and individual development options. • Various Technology Recruitment initiatives, including developing/implementing open house and other forums to attract talent. Show less

  • Vice President, Human Resources │ Solutions Development │ Broad Talent Management Strategies

    Jan 2012 - Aug 2019

  • HR Director │ HR Manager │ HR Senior Generalist

    Sept 2003 - Jan 2012

  • HR Sr Generalist

    Mar 1999 - Sept 2003
• 

  Nortech Systems, Inc.

  Sept 2019 - Oct 2020

  Senior Vice President Human Resources

  Executive Human Resources Leader of Nortech, a global engineering and manufacturing solutions provider of medical, aerospace, defense, and industrial markets. Led a team of 8 HR professionals in multiple locations, including the US, Mexico, and China. Responsible for developing and executing HR strategy, with a focus on talent acquisition and retention, culture change, employee engagement, organizational design, and leadership development. Oversight of compensation strategy, benefit design and employee well-being programs.• Successfully led company's response to the pandemic, including navigating through global shutdowns, establishing protocol for pay and leave practices. Continually informed leadership of the changing landscape and advised leaders throughout the situation. • As a result of business challenges, partnered with the Head of Operations to consolidate US plants, resulting in improvements with profitability and reduced costs. Led employee communications to notify employees in an open and transparent manner. • Regularly presented to the Board of Directors on workforce plans, including talent acquisition, retention, shifting of labor across locations, and engagement. • Developed a quarterly dashboard with key workforce metrics, including engagement, retention, hiring, and demographic information. Show less

• 

  NorthMarq

  Oct 2020 - Dec 2023

  Senior Vice President/Human Resources Officer

  Led the development and execution of the people strategy, in collaboration with the executive/senior leadership team, aligned with company strategy, in a high growth business. Strategic focus included business partnership, leadership development, DE&I, culture, and employee engagement. Led a team of 14 which included human resources business partners, HR operations, talent acquisition/talent management, and L&D. Actively coached/advised leadership and worked collaboratively with colleagues to engage employees. Led efforts to achieve a "Best Place to Work" Award by Globe Street RE in 2021 and 2023. • Designed and implemented HR initiatives centered on the employee experience to attract and retain key talent. Focused on the employer brand and internal communication to increase employee engagement. Led a team of high-volume recruitment activity, hiring over 200 positions annually. • Co-led the development and execution of an organization-wide DE&I strategy, including a focus on increasing diversity, providing education/awareness, and developing industry partnerships with other CRE organizations to impact change in the industry. Exceeded 3-year plan goals.• Restructured the team to build HR capability and deliver business value. Recruited key talent to evolve the function from operational to strategic, with a focus on partnering and consulting with leaders. Integrated three HR professionals following an acquisition. • Successfully led the HR due diligence and integration efforts of an acquired investment sales business, and partnered with leaders to integrate the business, including change management, benefits, compensation, and communication. Show less

• 

  U.S. Bank

  Dec 2023 - now

  SVP - Change Management Leader

  Reporting to the EVP of Operations Transformation and Enablement, recruited to design the model and lead a newly formed change management team focused on enabling the implementation of transformation initiatives from a people-centric point of view. Oversee a portfolio of ~40 projects, including enterprise initiatives. Example projects include managing the change impact of AI/Automation processes, managing alliance/third party partnerships, and developing strategic communication plans for various levels of leadership. • Defined change management strategy, scope and operating model, and presented to various senior leaders and stakeholders for input and approval. Embedded change management framework and tools to ensure a consistent process and disciplined execution of changes. • Developed and launched a Community of Practice to build change management capabilities and share best practices. • Continually focus on improving the effectiveness of change management at a project level to ensure project metrics are attained, including adoption and utilization.• Implemented a leadership portfolio review forum to raise awareness of changes and to ensure operational readiness. Show less