Ardine Williams

Led an organization of up to 1200 professionals with an annual budget of approximately $120MM. Responsible for the delivery of more than 5 million employee experiences per year in the areas of payroll, payroll tax, benefits, talent acquisition and delivery, learning and development, travel, reimbursements, relocation, immigration, employee data management, HR information systems, contact center support and complex issue resolution for Intel’s 105,000 employees in more than 70 countries. Managed $1.6B in contracts, 2100 business processes, 240 systems, and 800 suppliers. Executive sponsor for American Veterans at Intel. Accelerated the growth of a corporate program that won 4 national awards in 2014 alone. Regularly represented Intel in meetings with Members of Congress, US Government agencies regarding veterans' employment and transition issues, immigration and employment in Washington DC, including multiple small-forum meetings at the White House. Active member of the First Lady's Joining Forces Initiative industry working team, the President's Job Council working team, and the high tech immigration lobbying effort.

Led a global HR organization of 1600 employees for a $43B corporation during the CHRO's sabbatical. +Worked in consultation with the Chairman of the Board to create a process to assess the annual performance and effectiveness of individual Board members and the Board of Directors as a team. Assessment process remained in use for the tenure of the Chairman and provided holistic 360 feedback to each member on their contribution and impact to the Board's effectiveness as viewed by their peers and themselves. +Accelerated Intel's strategy to reduce employee healthcare costs through simplification of plan choices and more equitable cost sharing with employees. +Set the foundation for an early retirement program and secured approval for a pilot program. +Negotiated executive agreements and key employee transition principles for the divestiture of Intel's healthcare business

Intel divested its flash memory business and merged it with similar assets from STMicro Electronics to form an independent $4B company with 8K employees in 30 countries. Selected by the CFO to join the Intel Capital deal team to lead the HR work stream from due diligence through deal close. • Led the design, delivery, and sourcing of all jurisdictionally required HR capabilities for the NewCo, including: compensation and benefits, HR systems, staffing, immigration, relocation, and definition of services from the parent corporations to NewCo. • All requisite HR capabilities were up and running within 90 days of close. Parent company HR transition services were required for fewer than 90 days.

HR Director for Intel’s 11 product line business groups that generated $35B in revenue in 2006. Directed 300 global, client-facing HR employees and a budget of $30MM. Responsible for delivering the organizational capability required to achieve business goals. • Managed corporate reorganization that impacted 26,000 employees. Organizations were restructured and enterprise systems updated within 90 days. • Implemented an annual, data-driven HR planning process that identified key organizational capabilities required to achieve business objectives and the integrated plans to deliver them.

Recruited by the Chief Operating Officer to join the Chief HR Officer’s Staff to lead a newly formed team of 35 learning and development professionals, chartered to create programs to grow the capability of senior leaders and executives. • Worked directly with the COO (who became CEO in 2005) to integrate his explicit leadership expectations for managers at all levels into corporate-wide appraisal and development systems. • Managed corporate bench planning sessions and executive leadership development programs. • Provided organizational development consultation to the COO and other executive staff members.

Responsible for centralized services for Intel’s corporate venture capital group including: M&A execution, post-acquisition integration, divestiture execution, and transition management, intellectual property purchase, business consulting for portfolio companies, event delivery, and information business systems. • Consulted with acquired CEOs to align integration actions with highest potential cash flows. • Provided regular updates to the Board on acquisitions’ performance against expected value streams. • Improved M&A capability and scalability by creating standard integration and divestiture transition services plans that could be customized based on target company maturity and complexity. • Built a regional organization in EMEA to support local corporate merger activity. The team was in place and executing within 4 months and supported deals in Israel, Germany, Denmark, and Russia.

Assisted business unit general managers in the development of business strategy, identifying capability gaps, and creating licensing and acquisition roadmaps to address the gaps. Assessed potential acquisition targets worldwide, identified strategic and financial value drivers and directed the due diligence and communications teams during the negotiation process for multiple acquisitions.

Managed the server management software product line for the Enterprise Server Group, the division that designed and built network server components and products for OEM customers. Server management software enabled IT professionals to remotely manage computer hardware. Increased profitability by streamlining the products line and increasing features offered on entry-level products.

Led a small intact new business team who developed and introduced off-the-shelf products based on HP servers for small businesses. Solutions products integrated internal and external products and services.