DIANNA SADLOUSKOS BACKGROUNDER EXPERIENCE

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1 EXPERIENCE SADLOUSKOS CONSULTING SERVICES March 2006 to present FOUNDER, PRINCIPAL CONSULTANT Dianna Sadlouskos is a management consultant with twenty years experience supporting higher education institutions and high tech companies as a consultant and administrator. She partners with leaders in community colleges and universities to operationalize next generation organization models to cultivate student success. Dianna s works closely with institutional leaders to design and deploy initiatives that help people and organizations work smarter and more efficiently. Strategies and actions are developed to: Answer broad, institution- wide questions Operationalize novel next generation student services and administrative models Connect the dots between what faculty and students need to how IT support is delivered Help institutions to buy into, adopt and appreciate change Service specialties include: strategic planning, student services innovation, technology integration, IT strategy and services optimization, and operations improvement. A veteran executive leadership and career adviser, Dianna also provides practical outcome focused guidance and execution strategies for C- level and senior leaders. A partial list of clients include: UCLA, Washington State Community & Technical Colleges, The Lance Armstrong Foundation, UC Riverside, Bank of America (formerly Countrywide Financial), and Microsoft Corporation. See Additional Project Description Section for more information. THE PHELON GROUP July 2004 March 2006 Chief Operating Officer, Principal Consultant As a member of the leadership team, collaborated in positioning The Phelon Group as a premier consultancy focusing on effecting business transformation through customer insight. Led development and execution of core administrative processes (including HR, Finance and IT) that supported 200% growth in a two- year period. Developed human capital acquisition strategy, consultant training and on- boarding and performance measurement plans. Collaborated in creating innovative, industry- standard program methodologies to position the Phelon Group as the premier strategic consultancy in delivering customer reference and customer leverage services. Instituted education offering that has been delivered in partnership with the American Marketing Association and to Fortune 100 companies. Managed and delivered projects training and education program development, customer relationship strategy, internal and external delivery of customer reference programs and research projects focused on customer perceptions and benchmarking studies. A partial list of clients includes: Hewlett Packard, Network Appliance, EMC, Computer Associates, and Sun Microsystems. 1

2 MICROSOFT CORPORATION June 2003 July 2004 Education Solution Specialist Within the Education Solutions Group led strategy and development of the e- learning solution for the higher education market. Engaged with the US enterprise sales organization as a subject matter expert in higher education to strengthen and grow the market position. Leveraged depth of experience to develop an e- learning solution strategic plan and strategic market messaging to identify and close sales opportunities. Provided guidance and oversight to ensure quality control timely and on budget delivery of technology and business solutions. Spoke at various industry conferences as an e- learning solution expert in higher education. IBM BUSINESS CONSULTING SERVICES (Formerly PRICEWATERHOUSECOOPERS L.L.P) Principal Consultant December 1999 June 2003 Within the Learning Solutions Group practice and the Higher Education/Not- for- Profit practice led/contributed to large- scale projects and proposal/sales efforts. Managed projects focused on strategic planning, organization assessment, and organization change management and operations improvement. A partial client list includes UCSF, Stanford University, University of Hawaii, UC Berkeley, Minnesota State Colleges and Universities, and Hewlett Packard. PEPPERDINE UNIVERSITY, GRAZIADIO SCHOOL OF BUSINESS AND MANAGEMENT August 1993 December 1998 Director, Career Services & Student Recruitment Directed a twelve member staff that facilitated recruitment of students and placement of graduates within the Graziadio School of Business and Management. Managed all aspects of the organization including strategic planning, budgeting, hiring, and overall management. Leadership and Career Coaching: Provided individual career advisory services to students and alumni for the Graziadio School of Business and Management. Services provided to Executive MBA, Evening MBA and Full- time MBA students and alumni. Coaching included career strategy and execution for Full- time MBA students and leadership coaching and career strategy for Executive MBA and Evening MBA students and alumni. Marketing: Formulated and executed strategies to cultivate successful global recruitment alliances with Fortune 500 companies in addition to mid to small entrepreneurial start- up ventures. Results during tenure included a 35% increase in on- campus recruitment. Led effort to recruit students for graduate programs and companies for student placement globally that included China, England, Spain, Germany and France. Wrote and facilitated MBA level class focusing on Career Development related issues. Organization Optimization: Designed and guided implementation of a new organization structure to consolidate two business units. Redesigned organization to envision and implement optimized internal processes, job roles and performance measures. Optimized internal processes improved and supported a proactive, customer- oriented student recruitment and career placement services approach. 2

3 ARIZONA DEPARTMENT OF ECOMONIC SECURITY Staff Development Specialist August 1989 June 1993 Designed and administered training for public assistance program providers (Aid to Families with Dependent Children, Food Stamps, and Medical Assistance). EDUCATION MBA, Graziadio School of Business and Management, Pepperdine University, Malibu, California BA, Prescott College, Prescott, Arizona 3

4 Additional Project Descriptions STRATEGIC PLANNING AND ORGANIZATION ASSESSMENT & IMPROVEMENT ENGAGEMENTS Developed a strategic plan for a National Cancer Institute (NCI) designated Cancer Center. Initial data collection activities included conducting focus groups, individual interviews with key stakeholders, and external peer institution research. Data from these activities were synthesized to identify organization strengths, weaknesses, opportunities and threats. This process resulted in understanding issues, opportunities and trends to guide developing the vision, goals and key strategic initiatives during an offsite retreat. The results of the retreat informed developing a strategic plan with goals, initiatives and an implementation plan. Developed a new model for managing enterprise software development projects for a professional services organization. The model focused on designing a project management framework that included improving process handoffs between customer, business architects and technology development teams located in India. In addition operation improvement and change management strategies were developed to increase adoption of the new project management framework, decrease software development project timelines and ultimately reduce product delivery costs. Designed and managed an innovative technology solutions development and deployment model for a 34 community college system. Successes included completion in six months of three multi- faceted solutions ready for deployment across the system, a scalable and transparent program management methodology and infrastructure, and a quick- start project launch plan that incorporates participation across a multi- college system. Created strategies aimed at empowering a $1.2 billion educational and medical facility to manage and capitalize on emerging technologies. Contributed innovative thinking resulting in this client gaining an improved perspective on the effective integration of technology and the business strategy. Facilitated decision- making process with senior leadership through discussion, round table sessions, and presentations. Managed and co- developed project deliverables including a project charter, current state assessment, best practices, IT vision, gap analysis, governance recommendations, and campus action plans addressing resolution of high priority IT issues. Led an assessment of a ten- campus system focusing on administrative services, operations and organizational structure. Managed and set up project management activities such as status reporting, billing and resource management. Oversaw day- to- day logistics including staffing assignments, performance coaching and project operations. Developed and executed process and organization assessment strategies including facilitating focus groups, senior administration and staff interviews and data collection and reporting methodologies. Supervised staff in comparable university data collection activities focused on organization and operation analysis and information technology operations and service delivery. Worked with the project team in constructing and providing feedback to the final report that contained recommendations for revenue enhancement, cost reduction strategies, organization, administrative and process restructuring for maximum efficiencies and staff reallocation options. 4

5 Directed a project team tasked with reviewing the current development funding model, assessing the development operation s organization effectiveness and efficiency and recommend financial model and organization modifications to maximize resources for the administration of an educational and medical facility. Conducted interviews with senior stakeholders and staff members, supervised external institution scan to identify alternative funding models and other good practices; provided framework to assess the effect of reorganization opportunities and provided insight into modifications into the organization funding model. Identified and summarize key issues impacting the organization effectiveness and efficiency of the development operation and guided development of strategic plan to reconcile unresolved issues. Managed development of a budget planning process for identifying, prioritizing, and implementing campus- wide improvements to administrative systems in human resources, accounting and finance, research management, teaching programs, student information systems, and clinical practice management. Deliverables included planning model processes and training materials transferred to the client in a one- day knowledge transfer retreat. Led an assessment of a premier private university s medical school research administration organization s effectiveness and efficiency in providing pre- and post- award support across the school. Developed a custom designed work distribution measurement tool, customer satisfaction survey as well as provided oversight to a team designing the technical delivery component of the surveys. Engaged by a major private Research University to assess the current environment of support for research administration and develop recommendations for improvement. Identified methods to improve the core business processes in the areas of faculty service, proposal preparation and submission, contract negotiations, award acceptance and setup, billing/cash payments, financial review and project closeout. Co- developed performance measures to monitor and measure: improvements in team performance, staffing needs and requirements. Developed recommendations to refine the overall organization structure through an extensive review process of key organizational elements including roles and responsibilities, performance measures, incentives and rewards, management style and work group structures. Work completed during the process analysis phase was used as an input to understand degree of centralization and allocation of resources, the design of decision making and coordination mechanisms across the organization. Identified and analyzed best practice organizational structures for research administration, including staffing ratios to provide as an input to the project team's assessment. Based on these best practices and results from the organization review, highlighted opportunities and constraints of the current organization in maximizing their resources. Created and presented a final report to the steering committee. CUSTOMER STRATEGY AND RELATIONSHIP MANAGEMENT ASSESSMENT Conducted a customer reference program assessment for a high tech company to understand drivers for loyalty, assets and challenges in reference program operations, and to accelerate program growth. Data collection consisted of conducting an online survey with program participants and non- participants, individual customer interviews pre- survey and post survey launch, and focus groups with the high tech company sales and marketing staff. The results included a customer segmentation strategy for engaging customers in the reference program, reference program infrastructure recommendations and a 100- day action plan. 5

6 Conducted a customer perception audit for a product marketing research firm to develop recommendations for capitalizing on their customer successes to expand their services. Worked with key leadership to understand the goals and priorities for the perception audit. The goals for the audit included assessing customer loyalty and perceptions, strengths and weaknesses of services. An online survey was designed and deployed to almost 2000 participants with a 27% return rate to four different customer segments. Post- survey interviews were conducted to validate findings. The customer perception audit resulted in developing three strategic priorities to transform current service offerings. Developed a strategy and execution plan for maximizing the impact of a customer content model on sales and marketing effort for a Fortune 100 technology company. Worked with the client to identify and understand requirements for content from sales professionals, marketing and other internal stakeholders. Next a needs assessment was conducted with the global sales organization. Data collection included evaluation of the current content and sales tools, individual interviews with key marketing and sales leadership and an online survey. The survey was developed and launched to 6,000 global sales people with an 11% return. The outcome of this engagement included the development of a strategic customer content model and an implementation plan. LEADERSHIP DEVELOPMENT AND CAREER ADVISORY SERVICES Formed strategic alliance with a boutique executive search firm focused on recruiting leaders in higher education. Provide leadership coaching and career advisory services to leaders in higher education. Provided leadership and career advisory services for aspiring and sitting CIOs onsite at the premier Information Technology Association focused on higher education. Twenty- year veteran executive and career coach for individuals in managerial roles interested in career growth opportunities and to C- level individuals interested in broadening and deepening their strategic and leadership influence in their current organization of next career opportunity. 6