1. Lois Barglind
Grosse Pointe Woods, Michigan 48236
313-417-0983 (HM) / 586-242-3959 (Mobile)
loisb_gpw@comcast.net
www.linkedin.com/in/LoisABarglind
Senior Business Transformation Consultant
ITIL v3 Certified and Certified Business Process Management Professional
Summary
Results oriented Sr. Business Consultant with a customer focused mindset. Proven ability to prioritize and
manage a variable workload. Demonstrated ability to collaborate effectively across all levels of an organization.
Ability to learn technical/system details where appropriate. Effectively work with cross functional and cross
regional teams leveraging expertise in business transformation, enterprise industry frameworks, organizational
change management, system platforms, team building, project management, and training; contributing to the
operational and financial success of growing enterprises through the effective application of process
reengineering, continuous improvement, organizational change management, due diligence and system
development methodologies.
Core Competencies:
Business Process Architecture,Enterprise IndustryFrameworks for MFG, FIN, TRAN, Organizational Change
Management,ProjectManagement,Due Diligence,Application Development (SDLC),Training
Industry Expertise:
Manufacturing, Banking/Insurance, Marketing - Call Center, Supply Chain, Communications,Government (State and
Local),Health Care (Human Resources,Transportation (Air/Passengers),Energy,Construction,CIR (Food, Beauty)
Project Experience
HP Pontiac, MI USA 2005 - 2016
Project Type: Business Architecture/Process – Internal HP Enterprise IndustryFrameworks (EIF)
Role: Business Process Consultant
Responsibilities:
Actions: Continuous transformation ofthe Enterprise IndustryFrameworks intellectual propertyto reflect industry
trends and business need;converted Casewise model diagrams to BPMN; created the industry segmentation
diagrams thatdecomposed industries into their respective marketsegments;co-defined the UML meta-model for
EIF that defined the essential models,components, entities and attributes,inclusive of their business relevant
relationships for the design ofthe ARIS EIF filter and template.
Impact: Provided complete industryview and process architecture for marketing and application teams to “jump-
start” planning,design and implementation for the desired industrysolution.

2. HP Pontiac, MI USA 4/2016 - 8/2016
Project Type: Organizational Change Management (OCM)-CIR-Retail
Role: OCM Consultant
Responsibilities:
Actions: Provided Organizational Change Managementto proactively plan,manage and stabilize the change
process to facilitate achievementof the desired future state;conducted a Readiness Checklistand Survey,
executed the Communication Plan,activated a Service Champion program and provided Sustainment
Recommendations for long-term adoption sustainment.
Impact: Enabled the successful implementation ofthe Service ManagementTool, leveraging the Global Standard
processes,conducted training for the Global Service Desk,onsite resources and end-users,provided education
material for end-users Self-service tool (Portal) in six different languages,coordinated and reported Application
Cross Functional process usage.
HP Pontiac, MI USA 4/2015 - 10/2015
Project Type: Business Process Improvement
Role: Business Process ImprovementConsultant
Responsibilities:
Actions: Provided Business Transformation consulting to documentFuture State service delivery processes to
supportresponses to Requests for Proposals from the clientand to deliver when the work is awarded;provided
Business Process Improvementconsulting to determine the gap,developed the Sales and Delivery future state
process for USMC and provided the implementation roadmap.
Impact: Documented future state processes for project-based services,captured lessons learned for future
improvementopportunities,created the accountProcess Modelling Style Guide to supportstandardization for
modeling and leveraged HPE EDGE to seamlesslyoperationalize the accountSales SupportModel, Program and
Project ManagementModel and Delivery Execution Model.
HP Pontiac MI USA 6/2014 - 2/2015
Project Type: Organizational Change Management(OCM)-CIR-Food-SAP
Role: OCM Consultant
Responsibilities:
Actions: Provided OCM consulting for the change management activities;the change plan included stakeholder
analysis, business impactanalysis,change readiness,communication plan, training needs assessment and
sustainmentplanning.
Impact: Delivered a level of OCM practices and discipline thatsurpassed the clientexpectation (per Client
Program Lead);executed a customized OCM program which minimized the productivity dip and improved
employee adoption ofnew business processes and technology;established a training program thattrained 800+
Clientemployees at12 locations for 8 SAP work streams/17 modules,162 training sessions,70 courses were
developed and delivered, leveraged a super user network of200+ employees;managed communications (created
12 newsletters,multiple special edition newsletters,posters,flyers,executive briefings,change agents
presentations,key talking points);designed and co-facilitated a Roadshow program;coordinated creation and the
delivery of the SAP cross-transactional demonstration;created a Change Agent Network program for
50+employees,provided a recommended SustainmentProgram.

3. HP Pontiac, MI USA 11/2013 - 2/2014
Project Type: Organizational Change Management(OCM)-Construction-SAP
Role: OCM Consultant – AssessmentLead
Responsibilities:
Actions: Provided consulting to assess the OCM and BPR activities, previously completed and on-going,to provide
recommendations to mitigate the identified issues and concerns evolving around SAP adoption,complexity
resulting from customization ofthe SAP software and the perception thatvalue out of the investmentthat they
anticipated had not been received.
Impact: Obtained buy-in from all levels of client personnel on the need to change from status quo and engage HP
to take a holistic approach to mitigating issues with the SAP solution;created business cases and roadmaps for
each work-stream (SAP/OCM/BPR) to clearly showcase the benefits ofeach;procured future work for HP in all
three work-streams.Worked remotelywith teams in MI, CA, GA, AZ, TX, NY
HP Pontiac, MI USA 11/2013 - 11/2013
Project Type: Business Consultantfor Pre-Sale effort – Gas and Oil -SAP
Role: Business Consultant / Facilitator
Responsibilities:
Actions: Provided Business Process consulting to drive the planning and facilitation ofvisioning workshops with
business leaders.
Impact: Facilitated the Visioning Workshop with the team in Mexico City, Mexico, which established the business
requirement priorities.
HP Pontiac, MI USA 3/2009 - 11/2013
Project Type: Business Transformation – Transportation
Role: Process Design Consultant
Responsibilities:
Actions: Provided business process consulting supportto the Transportation Industryleveraging HP’s
Transportation IndustryFramework assets to facilitate process architecture design for HP Passenger Service
System (PSS) and Airline Operations transportation products,working with SME teams in Texas, California,
Mexico, Colorado,Florida, Zurich,Switzerland and Beijing,China
Impact: For the PSS product,built and leveraged the integrated (Business,Information and ITarchitecture) HP
Transportation IndustryFramework;co-designed a SOA for HP PSS product;executed a component-based
approach;mapped requirements to the business processes;mapped business service functions and SLAs to
business processes
HP Pontiac, MI USA 6/2006 - 10/2008
Project Type: Business Process – Health Care and Human Resource
Role: Process Design Consultant
Responsibilities:
Actions: Provided business process supportto eHRO for the developmentof the Process Approach,Methodology,
Standards and Governance for all process assets,developmentofthe process models for the back office
processes within scope and managementofthe work effort for process model deliverables with 2 additional
modelers.
Impact: Facilitated the eHRO process architecture creating the Utility Model for this service offering;the Utility
Model (upwards of100 models which supportthe service line) provided the basis for the client account, with minor
adjustments the model was customized for the specific clientrequirements to meettheir client business objectives ,
saving developmenteffort and reducing developmentcosts .The Utility Model also served as an inputto various
other supportteams such as Knowledge Management,Training and Transition.

4. HP (EDS) Pontiac, MI USA 8/2005 - 4/2006
Project Type: Business Process Improvement
Role: Process Lead OCM Support
Responsibilities:
Actions: Provided Business Process Reengineering and OCMsupportfor a state-level DHS Child Care Eligibility
and Authorization Program.
Impact: Established the transformation roadmap to enable the future state-level DHS Child Care Eligibilityand
Authorization System. Obtained the extended work contract to coach and mentor the state-level DHS team during
the plan,design,develop and implementation ofsaid system.
HP (EDS) Pontiac, MI USA 8/1998 – 8/2005
Project Type: Business Process Improvement – Automotive Manufacturing
Role: Manager/Process Lead
Responsibilities:
Actions: Provided process improvementsupportfor an automotive manufacturer for 4 plant programs;led process
modeling initiatives for internal EDS and client processes (Lean Manufacturing) to effect efficiencies impacting
resources,costs,and time
Impact: Substantiated the automotive plantfloor processes and completed documentation for ISO 90001
certification and chaired a team which identified key account-wide processes thatrequired improvementto meet
accountstrategic goals;establishing the processes,process owners,keymeasurement,and improvement
objectives.
HP (EDS) Pontiac, MI USA 5/1996 – 8/1998
Project Type: Business Process Improvement - Banking
Role: Process Design and OCMManaging Coach
Responsibilities:
Actions:
• Business Process Reengineering (BPR) - Phase One (Process Engineer):
Process design: Facilitated sessions,to understand the currentbusiness processes,operations and technology,
and design the future common global business processes,with considerations for maintaining the Bank’s daily
operations,auditobjectives and the new global technologyplatform (scanning,workflow and banking application
set) which had been selected.
• Business Process Reengineering (OCM) - Phase Two (ProjectLeader):
Organizational Change Management: Managed the implementation phase ofa Business Process Reengineering
(BPR) Project, conducted the organization assessment,developed the communication plan and all needed
elements, conducted a training needs assessment, developed the training plan and provided supportto the client
team for the training of end-users. Also,managed the model-office testing/pilotofthe enabling business
processes,during UATfor the new technology platform.
Impact: Implemented the designed future-state common global business processes, which metthe requirements
for the Bank’s daily operations,auditobjectives based upon the supporting new global technologyplatform;the
new global solution was streamlined for efficiency, accuracy and transparency.
Certifications
• Certified Business Process ManagementProfessional
• ITIL Foundations V3
• Due Diligence Leader
• Training Dynamics and Leadership
Education
• Master of Arts Degree in Education (Corporate Focus) /Certificate in Training Dynamics &
Leadership, University of Michigan, Dearborn,Michigan,USA
• Bachelor of Science Degree in Information Science,Coleman College,La Mesa, California,USA
• Bachelor of Science Degree in Secondary Education,Northern Michigan University,Marquette,
Michigan, USA