John Allie

‣ Executing strategic HR business partnership for all of Model 3/Y Non-Assembly Production. Primarily, 3/Y Paint, Castings/CNC (Gigapress), 3/Y Body, and the 3/Y/S/X Stamping and Press organizations. ‣ Supporting 4,000 +production associates, maintenance technicians, engineers, managers, senior managers, and directors. ‣ Organizing and leading weekly Sr. HR Partner meetings ensuring consistent practice, initiative roll-out, and alignment of HR practices through the entire Fremont Production and Lathrop Castings and Supply Chain facilities. Impacting 17,000+ employees. ‣ Managing a team of 6 HR Business Partners and 3 HR Coordinators, ensuring total coverage of employee population. ‣ Driving employee engagement strategies for all shops supported by hosting bi-monthly employee round tables and monthly recognition programs. Annual target is to drive attrition down to 5% annualized organization wide. ‣ Lead for Fremont production in an enterprise wide transformation of the Performance Acceleration (performance review process). Partnering with all functions within Tesla to create a holistic, calibrated, and value added approach to the Enterprise’s performance management system. ‣ Developed a Succession Planning/Bench Identification and Development tool for the Paint & Plastics organization for critical roles in Operational Leadership. Tool was rolled out factory wide to all Senior Operational Leaders to begin identifying and developing top talent within Fremont production (population of 15,000+ employees). ‣ Leading a team of Sr. HR partners with Operations Leaders to provide a clearer path way in promotion process for shop floor associates. ‣ Organizing and delivering weekly Anti-Harassment & Discrimination training to 100+ new hires.

‣ Executed strategic HR business partnership for several organizations within Texas Instruments including the SVP Chief Technology Officer and global Chief Technology Office (Kilby Labs), Custom Display Power Product Line, and Non-Make Manufacturing Groups across 3 countries (United States, Japan, and Germany) ‣ Led Recruitment and Talent Development initiatives in partnership with support organizations within Texas Instruments. Developing custom talent development and recruitment strategies to attract, develop, and retain top talent. ‣ Transitioned traditional, in lab internships for 25 PhD interns to a virtual platform for summer 2020. ‣ Partnered with the CTO and leadership team on the identification of critical skillsets for emerging technologies, aligning those skillsets with business technology roadmaps, building strategic resourcing pipelines to attract and retain researching technologists, and ensuring resource readiness for business units receiving technologies/technologists to ensure new products successfully integrate into the business's product portfolio. ‣ Managed a diversity hiring initiative with-in Kilby Labs, increasing female technologist representation by 250% in the first 18 months of supporting. ‣ Created career advancement opportunities for test, application, and validation engineers at the Santa Clara site. Successfully transitioning 5 employees from one Power product line to 3 Signal Chain Product Lines in a broad market business unit on campus. ‣ Drove non-management career pathing (Tech Ladder) engagement across entire Santa Clara & Sunnyvale sites. ‣ Developed a new talent pipeline for Undergraduate and Masters HR students from Purdue University into the Texas Instrument HR Development Program.

‣  Managed a phased reduction in force of the Rolls-Royce Engine Services site (206 employees) in Oakland, California. ‣  Partnered with Alexander Mann Solutions to scale-up skilled trade workforce (CNC Machine Operators and Maintenance)for the turbine blade facility by 60% to satisfy customer demands by year end 2018. ‣  Supported Manufacturing Services, Manufacturing Engineering, and the Rotatives Disc factory as HR Manager at the Crosspointe production facility in Richmond, VA. ‣ Collaborated with an international project team on an enterprise Mental Health Absence Management initiative.

‣  Expanded and deployed a process improvement tool (PIT Row) globally to four countries; with 232 improvements submitted and 84 completed as of 9/7/2018 (winner of the Culture Creation and Excellence Award at the SSON Conference 2017). ‣  Exercised strategic HR Manager support for Rolls-Royce North America Headquarters executive leadership and their teams (240 employees) in the Business Aviation, Customers & Services, Legal, IT, Government Relations, and Digital functions. ‣  Managed talent initiatives for supported functions and facilitated two Vice President of Sales assessment centers in region. Managed the Rolls-Royce North America Well-Being Portal and created a network of Well-Being Champions. ‣  Conducted a compensation market analysis on the increasing turnover in the Export Control function; developed a strategic workforce plan to retain top talent and combat high attrition. ‣  Directed hiring and relocation process for all International hires and assignees in functions supported to ensure export control and immigration compliance. ‣  Utilized HR systems such as Workday, SuccessFactors, Taleo, NAVEX EthicsPoint, Umbraco, and Forumpass,

‣  Developed, branded, and launched a process improvement prioritization, capturing, and communication tool for the HR function (PIT Row) utilizing a risk priority number and lean principles. ‣  Partnered with Alexander Mann Solutions on the implementation of a resourcing service enhancement; aligned recruiters to business function, operationalized an Ireland based sourcing team, and introduced two new resourcing tools (Sonru & Wanted Analytics). ‣  Aligned MTU North America (now Rolls-Royce Power Systems) and Rolls-Royce North America Recruitment Policies. Led weekly Taleo, Workday, and on-boarding trainings for manufacturing sites in the United States and Canada. ‣  Deployed Globally agreed upon on-boarding initiatives as the North America Global On-Boarding Lead.

‣  Led a graduate project team on the development of a new Performance Management System that would evolve from the 2017 DOW AgroSciences and DuPont Pioneer Seeds merger. ‣  Developed and deployed a survey to 30+ Fortune 500 companies to benchmark the different performance management systems in industry (IBM, Boeing, Amazon, American Eagle, Eli Lilly, etc.)

‣  Analyzed 30 Canadian universities to determine tiered recruitment approach for the 2017 recruitment cycle. ‣  Evaluated the social media efficacy of CH2M and 10 industry competitors and provided insight to the Global Recruitment Operation team on content to enhance passive recruitment strategies . ‣  Managed the 2016 Global Summer Internship Program Yammer page for 200 interns across the globe, increasing engagement of the Yammer site by 167% compared to the year prior. ‣  Coached interns on presentation and communication skills for weekly educational and safety presentations. ‣  Organized the 2016 CH2M Pride Parade participation.