John Allie

‣ Leading strategic HR business partnership for AbbVie’s International Medical Affairs organization, partnering with a global team of 2,500+ employees and driving organizational effectiveness and people strategy across the globe. ‣ Leading strategic HR business partnership for AbbVie’s Global Strategy and Operations organization, partnering with a team of approximately 300 employees responsible for critical medical operations in support of Medical Affairs and Commercial functions for the enterprise.

‣ Led human capital strategy and execution for US Market Access & Inflation Reduction Act teams, supporting $70B+ in gross sales across Portfolio Payer Teams, Cross-Functional Strategy, Trade & Wholesale, and Regional/National Accounts. ‣ Led the transformation of AbbVie's US Trade organization to support the rapid growth of the Parkinson's product portfolio, ensuring clear remit, optimal resourcing, and successful execution of trade strategy for one of the enterprises fastest growing product portfolios. ‣ Led the US Payer Marketing transformation: streamlined management layers, enhanced Immunology focus, introduced specialist roles, and delivered improved accountability and commercial results for flagship products Rinvoq and Skyrizi. ‣ Strategic HR advisor to 8 Vice Presidents across two organizations, including 2 corporate officers, providing high-level counsel and organizational leadership. ‣ Led the Area Access Excellence Reorganization—established Field/Marketing & Strategic Channel groups, introduced 10+ high-impact roles, increased agility, cross-functional collaboration, and improved responsiveness for an organization responsible for $12B+ in gross sales.. ‣ Developed, implemented, and digitally transformed the People Leader Attributes and Evaluation Resource—from evolving a Time to Talk guide and legacy paper materials into an AI-searchable, enterprise-wide tool now recognized as the standard for people leadership evaluation, effectiveness, and talent processes at AbbVie. Honored with the One-HR Award for its significant impact across the organization.

‣ Spearheaded strategic HR business partnership for AbbVie's $2+ billion Migraine franchise (Ubrelvy & Qulipta), leading human capital initiatives across a geographically diverse salesforce and in-house HCP & Consumer Marketing Organizations (850+ employees). ‣ Led retention activities for AbbVie's largest salesforce (800+ employees), evaluating and aligning skills and market drivers to ensure agile incentivization of key territories and team members. ‣ Executed targeted talent attraction strategies for the Migraine franchise, educating leaders on the importance of diverse candidate slates and engaging with internal talent groups and external diverse conferences (NSN, NBMBAA, Prospanica, etc.). ‣ Team Lead of global HR partners developing an Employee Value Proposition specifically for developing HR Partners and skills/experiences gained during a stint in US Commercials. ‣ Revamped the Sales Assessment process, partnering with Talent Acquisition, Legal, and business leaders to standardize assessments for first, second, and third line sales leaders within AbbVie's Commercial space. ‣ Implemented talent development strategies to broaden experience for in-house marketing organizations and salesforce, aligning with senior leadership profiles and identifying early talent for a robust internal talent bench. ‣ As Florham Park site lead, collaborate with cross-functional leaders and HR partners to drive site engagement through initiatives like Day of Possibilities, Giving Campaign, and Employee Resource Group (ERGs) engagement.

‣ Executed strategic HR business partnership for the Infectious Disease (Teflaro, Dalvance, and Avycaz, Mavyret for Hepatitis C, and COVID-19 pipeline asset) portfolio, Gastrointestinal Care (Linzess, Viberzi, and Creon), and Established Products (Legacy Brands, Biosimilars, and product lifecycle team for half of 2023). Leading human capital initiatives across geographically dispersed salesforce and in-house HCP & Consumer Marketing Organizations. ‣Developed and implemented Employee Value proposition and charter for newly formed Infectious Disease portfolio function. ‣ Established the pre-launch, launch, and steady state organization structure and talent strategy for future COVID-19 pipeline asset in partnership with VP Staff.

‣ Executed strategic HR business partnership for the Women's Health, Gastro Intestinal Care, and Neuroscience franchises. Leading human capital initiatives across geographically dispersed salesforce and in-house HCP & Consumer Marketing Organizations. ‣Led and executed two US Commercial restructures, one for Women's Health (re-aligning geography and headcount to efficiently fulfill customer demand), the second was a wider, pan-US area re-alignment (RIF & restructure) impacting all US Commercial business units to ensure AbbVie's success for 2023 and beyond. ‣ Drove harmonization activities for blended franchises as a part of the Allergen integration with AbbVie. ‣ Spearheaded and executed a large scale (impacting 100+ salesforce employees) salary adjustment. Harmonizing compensations philosophies with a $2 million dollar investment into our sales driving talent. Significantly decreasing attrition across franchises and strengthening the integration beyond between Legacy AbbVie and Legacy Allergan organizations. ‣ Developed and introduced new guidelines for AbbVie's Talent Acquisition process impacting newly integrated business units. Partnering with Business Technology (IT), AbbVie's M&A team, and the larger US Commercial HR function, ensured new hire talent were hired into correct cost centers and systems to succeed. ‣ Co-chairman of the AbbVie Gives Back Campaign for the US Commercial organization.

‣ Led the 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. ‣ Supported 4,000 +production associates, maintenance technicians, engineers, managers, senior managers, and directors. ‣ Responsible for the creation of the Fremont Model Y Castings organization (HR Support), enabling the enterprise to successfully produce the single cast rear underbody (RUB) for the 7 seat Model Y configuration. ‣ Organized and led 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. ‣ Managed a team of 6 HR Business Partners and 3 HR Coordinators, ensuring total coverage of employee population. ‣ Drove 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). ‣ Led a team of Sr. HR partners with Operations Leaders to provide a clearer path way in promotion process for shop floor associates. ‣ Organized and delivered 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.