Pamela S. Gardiol, MAOM

Ms. Gardiol is a 25-year veteran of improving individual and team effectiveness and aligning performance with organizational goals. Working in the public, private and non-profit sectors, her focus has been facilitating transformational leadership learning throughout organizations through training and one-on-one coaching. Ms. Gardiol has worked with a broad range of organizations to assess performance gaps and goals, design relevant and targeted intervention strategies, develop multi-faceted learning elements, deliver focused learning experiences, and review the outcomes to ensure that learning has supported individual and organizational holistic directions.

She understands human behavior and its impact on work place performance, and designs the learning experience to involve both the learners and those with whom they will interact. The result is an environment conducive for successful application of new skills. Her training and coaching methodologies actively engage people in all parts of the needs assessment, intervention development and delivery and results review and next-step planning. Her approach creates trusting relationships with her clients, which allows them to address root causes of performance issues rather than symptoms.

Serving as faculty or adjunct faculty for three universities in organizational management courses, she has extensive experience in creating learning environments. She was voted Instructor of the Year in Continuing Education at the University of Utah, 2005. An international trainer, she has worked with numerous organizational cultures, and understands both the unique and the core elements that enhance and detract from effective organizational learning. She is a past president of the American Society of Training and Development, Utah Chapter, and has served on the Board of Directors for the National Conference on Management and Executive Development.

Organizational Management Expertise

President, Gardiol & Associates, 1990 to present.

G & A is a virtual organization focusing on organizational coaching, facilitation, training and team development. Sample Clients include: Coaching – Utah Air National Guard, Rio Tinto Mining, 3M, Division of Wildlife Resources (UT); Facilitation – Utah Department of Economic Development, St. Benedicts Foundation, Salt Lake Vest Pocket Business Coalition, American Public Works Association; Training –National Weather Service, American Family Insurance, State of Utah; Team Development – University of Utah, City of Seattle (DPD), Utah State Board of Education.

Consultant, Demarche Consulting Group, 2001 to present

Work with clients in the public and private sectors to increase individual and team performance.  Develop process flow redesign mapping, and assist individuals to gain skills and abilities to implement organizational change.

Director, Consulting Services, Moore & Associates, Bellevue, WA, 2000 to 2001

Directed organizational consulting contracts with clients in the public and private sectors. Delivered a holistic package of organizational management services, including development of individuals and groups being impacted by change; leadership and management development; strategic planning integration of individual, group and organizational performance; problem solving; communication and human behavior; and conflict resolution.

Education and Training Consultant, Weber State University, Ogden, UT, 1989 to 2000

Consulted with a broad range of business, industry and government organizations to assess needs, design, create, deliver and review training programs to facilitate attainment of organizational goals.  Sample of clients include: Autoliv, Bank of Utah, FMC Jetway (Utah and Florida), National Weather Service,  Hill Air Force Base.  Utilized university faculty and resources to meet business intervention needs. Lead organizations through visioning and strategic planning. Lead development team in feasibility, consultation, development and production of computer-based diversity management training for distribution to national client’s 5,000 employees. Lead coalition of business leaders through development of organizational training programs. Conducted environmental scanning for new community needs and created services and products to meet those needs.

Director of Professional Development, Weber State University

Created the Professional Development Team’s organizational and program infrastructure. Assessed team status and implemented relevant processes and resources to meet internal organizational and external customer needs. Hired team members. Represented the University in educational alliance negotiations in Belgium, France and Northern England. Designed and implemented internal training programs to increase productivity and customer service.

Director of Community Services, Weber State University

Directed community outreach of University Continuing Education programs into minority populations. Worked with community groups to identify areas and deliver programs for University involvement and intervention. Created department strategic plans. Responsible for increasing productivity of chronically non-functioning employees.

Additional Related Experience

Co-founder, Institute of Collaborative Leadership, an organization designed to create multi-faceted individual leadership transformation to foster imaginative, innovative, vibrant organizations capable of adapting to and leading change.

Adjunct faculty at University of Utah in Master of Public Administration Program teaching organizational behavior courses. 2004 to present. Also lead instructor and consultant with Continuing Education for corporate, public and non-profit clients addressing issues related to ethics, customer service, communication, diversity management, organizational culture development and team development.

University of Phoenix, Seattle, and Salt Lake City, 2000 to present, Lead faculty in Organizational Management graduate and undergraduate programs.

Yamagata and Associates, Salt Lake City, UT, 1997 to present, Human resources planning and development

Weber State University Facilitation Cadre, 1991 to 1999, provided facilitation services for numerous groups, organizations and conferences throughout intermountain area in various areas of strategic planning goal setting and consensus building.

Weber State University Adjunct Instructor, 1995 to 1999, Taught diversity awareness and management to prepare potential law enforcement officers to deal with the changing societal environment.

Community Involvement

Governor’s Utah Quality Award Committee

Ogden City Planning Commission, Chair

Ogden City Community Development Advisory Committee, Housing and Urban Development

National LERN Contract Training Council

American Society of Training and Development, Utah Chapter, President

University Continuing Education Association Conference and Institutes Board

Ogden City Landmarks Commission, Chair

Junior League of Ogden, President

Education

Master of Arts in Organizational Management, University of Phoenix

Bachelor of Science in Social Work and Psychology, Weber State University

Certified facilitator in Meyers-Briggs, Management Resource Group 360-degree processes, Zenger-Miller and DiSC

 

Thomas M. Kaspar

Consultant

 

Senior level business leader and experienced consultant/project leader who has increased profits and revenues while lowering costs.  Successful designer and implementer of tactical and strategic initiatives in both large and small companies.  Skilled problem solver able to quickly gain and hold trust of subordinates and peers across organizational boundaries. Experienced, capable negotiator and team builder.  Proficient in use of Microsoft product suite, Excel, Word, Project,  PC and MAC.

VENTWOOD, Kent, Washington        September 2002 to April 2004 Manufacturer of wood architectural  Director of Operations

Provide daily leadership, on a project basis, of business operations for the new owners of this recently (January, 2004) acquired company. Manage relationships between employees, customers, architects, and vendors. Close attention to dealer relationships resulted in 15% increase in revenues from the previous year. 

R.R. HARLEE CORP., Eugene, Oregon   (DBA Petersen-Arne)  December 1990 to October 1998 Wholesaler / distributor and importer of sewing, art and craft items; company sold General Manager 

Held full operating and P&L responsibility for the corporation.  Created and articulated the vision and implementation of strategy that grew sales 10% per year (first four years) and later held steady as other distributors closed their doors. Employing 50 full time and 125 part time employees, 30,000 SKU's with revenues approaching $12M in the best year.

Authorized and directed the establishment of the "Accent Design" private label line of craft merchandise; oversaw the national marketing program for this line which delivered over $2,000,000 in new revenue with gross margins and contribution margins 50% higher than historical standard. Reduced weighted average peak season cycle times from 8 to 1.5 days by investment in software and machinery to support order picker “ownership zones” (you own and determine everything that goes on in your isle/row set). Reduced annual Selling and G/A expense by $300K , vs. $10,000,000 annual sales ,in nine month period, while increasing revenues by 5% by conducting “Sigma Six” like analysis processes (before they were popular) with department managers. Provided project and cost control to the $1,000.000 refurbishing of the distribution facility, completing the project within budget and 6 month time target.

Taught and coached planning and budgeting disciplines among management staff which resulted in increased performance to measured objectives, a better understanding of accountability to each other and more effective communication between department heads.

THE COUNTING HOUSE, Eugene, Oregon    Co-founder/Partner  May 1988 to 2006

Provides specialized personalized information services such as litigation support, investment portfolio analysis and personal general ledgers to professionals and small businesses.  Supplied the aggressive selling and the system automation that tripled revenues and profits of the predecessor business in eighteen months. Success requirements include client trust, the ability to rapidly respond quickly to unique, "one time" requirements, effective short interval scheduling, and "quality at the source" to control production costs.

COMSERV CORPORATION, San Jose, California   1981 to 1986

Developer and Seller of the AMAPS manufacturing software to Fortune 500 size companies.  Promoted from Project Implementation Specialist to Account manager to Senior Account Manager.  These titles represent increasing responsibility for leading the project team implementing the software at client sites.

Senior Account Manager    AT&T, Network Systems Division, Omaha, Nebraska, January, 1985 - June 1986

Led team of Comserv, Coopers and Lybrand (Price Waterhouse Coopers) and independent consultants developing new manufacturing policies and supporting procedures, project plans at this plant, employing 5000, the first AT&T manufacturing facility to attempt the far reaching changes associated with AT&T's divestiture and entry into the non-protected communications market.  Led the discussions among AT&T management teams to identify and propose solutions to, complex manufacturing and marketing issues arising between various departments that set the foundation for the change to formal, software based manufacturing planning and control practices.           

Advised Senior level AT&T management in Omaha and New Jersey regarding project education plans engaging more than 125 managers at the Omaha plant, oversaw the successful execution of those plans that supported the successful implementation of the AMAPS system at this plant  Led the team that developed and implemented entirely new policies and procedures tying production master scheduling to marketing objectives, and effecting engineering change, inventory control and shop order release. Credited with on time (15 months) completion of project within the consulting budget of $1.25 million. Successfully marketed other consulting services to AT&T division management totally $500,000

Account Manager, LTV Aerospace and Defense, AM General Division, South Bend, Indiana  Sept.1983 - Dec. 1984

Staffed and directed team of Comserv consultants and independent programmer analysts in this automotive defense contractors' implementation of the AMAPS software which provides production planning and control for the Hum-V (“Hummer”) high mobility vehicle. Project resulted in billings exceeding 11,000 hours and included policy and procedure development, education and the development of specialized software to support "vendor- release" which automated release of fulfillment orders against vendor contracts to supply componentry used to assemble the Hum-Vee.

Other Comserv assignments included electronics manufacturers (Wycat Systems, Orem, Utah and Floating Point Systems, Beaverton, Oregon), automotive manufacturer Garrett AiResearch, Passenger Car Enterprise, Torrance, California, as well as proposal review and presentation in support of Comserv marketing people (close ratio=100%).

Other consulting engagements include Boeing Aerospace, Kent Space Center, Kent, Washington, (United Research Company, Morristown, New Jersey, 1988).  Team member responsible for daily execution of project to develop organizational mission statement and executive team building in the Research and Engineering Division and employment as Business Manager, Bonney Bennett and Peters, Eugene, Oregon 1977 – 1978

EDUCATION:

MBA in Marketing, University of Oregon, Special emphasis in industrial marketing management, Minor in finance

Bachelor of Commercial Science, Seattle University, Major in Business, Minor in English

American and Production Inventory Control Society - CPIM