Director Database

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Susan Stalnecker MBA

Wilmington, Delaware

Board Value Proposition: 

P&L Accountability and Leadership

  • ~$500MM rug fiber business
  • Start-up consumer and government marketing businesses
  • DuPont Hotel, DuPont Theatre, and DuPont Country Club

Mergers & Acquisitions, Finance Leadership

  • Responsible for M&A during $8B non-U.S. transaction; planned and executed associated $20B inter-entity capital structure repositioning, $10B foreign exchange transactions, 40B DKR deal contingent swap

Audit, Risk Management, Compliance and Compensation Expertise

  • SEC defined Financial Expert
  • Experienced with enterprise risk management and compliance processes
  • Served on Compensation Committee

Other

  • Activism: Led effort to defeat activist; secured experience on what to do to avoid an activist and what to do when an activist is present
  • Strategic Planning, Portfolio Analysis, Scenario Planning: Experienced in drafting strategies, structuring (and re-structuring portfolios) via organic and M&A; apply scenario planning in strategic (and operational) situations
  • Treasury: Capital structures and balance sheets to support strategic objectives; keen understanding of sources and uses of liquidity; experienced in complex funding mechanisms and M&A transactions; led the Conoco IPO and split in 1999 and 2000
  • Financial risk management:  Understand sources of risk and strategies for risk management, including understanding covariance among risks
  • Productivity: Led three major DuPont productivity initiatives; Chair of Business and Finance Committee at Duke during financial crisis and provided oversight to the productivity effort
  • Change management: Ability to read cultures and assess what is required to drive change
  • Shared Services: Led initiative to drive service and cost productivity through implementation of integrated shared services; focus on transactional activities, end to end processes, and concentrating transactional work to free up higher cost FTEs for higher knowledge content work

Stephanie Hill

Senior Vice President, Corporate Strategy and Business Development Lockheed Martin Bethesda, MD

Board Value Proposition: 

Dynamic technology leader with more than 25 years of engineering and program management experience in the development, integration, test, and deployment of complex technical solutions. Outstanding builder of client relationships across a wide array of aerospace and defense, information technology systems and services in areas such as information and cyber security, finance, transportation, citizen protection, energy, health care and space exploration. Passionate mentor, leader and visionary on bringing diverse perspectives to business challenges.

 

P&L Accountability and Leadership

  • Responsible for development and profit and loss responsibility for various lines of business within Lockheed Martin.  Responsible for geographically dispersed organization with locations all over the world; leading teams with up to 10,000 people.

Strategic Planning and Program Management

  • Responsible for global strategies and new business capture, and leads the Lockheed Martin business development organization for a $47B business.

Organizational Transformation

  • Led team to transform a line of business from one of decline to one of growth, through focus on creating an environment of trust, transparency, collaboration and engagement.

Lorraine Martin

Executive Vice President and Deputy, Rotary and Mission Systems Lockheed Martin Bethesda, MD

Board Value Proposition: 

Global Management & Strategic Planning and Execution

  • Provided strategic guidance for aligning and expanding a newly created line of business with a global portfolio encompassing more than 1,000 Lockheed Martin programs and generating more than $13.5 billion in sales in 2016. This included developing policies and programs to support the business and cultural integration of the nearly $9 billion Sikorsky Aircraft acquisition to strengthen and streamline an organization with more than 34,000 employees in 16 countries.
  • Led all aspects of the $9 billion F-35 Lightening II fighter aircraft program, including profit and loss accountability following a period of cost overruns and schedule delays, reducing costs while simultaneously increasing production and fielding aircraft worldwide.

Mergers and Acquisitions & Joint Ventures

  • Directed strategies to support the business and cultural integration of Lockheed Martin’s nearly $9 billion acquisition of Sikorsky Aircraft, along with the merging and divestiture of existing business areas to create the new Rotary and Mission Systems.
  • Structured large components of Tata Lockheed Martin Aerostructures Limited (TAMAL), an India-based joint venture between Tata Advanced Systems Limited and Lockheed Martin Aeroframe Corporation established in 2010 to produce C-130J Super Hercules airframe components. TLMAL not only exemplifies the Government of India’s “Make in India” objectives, but it has the distinction of being the single global source of C-130J empennage assemblies.

Advanced Technology & Cyber Security

  • Pioneered cyber security standards for the U.S. Air Force and Lockheed Martin while working in support of the Strategic Defense Initiative and the YF-23 fighter aircraft program.
  • Advised and operated programs that ensure sensitive information for the U.S. and its allies are protected no matter the environment or location, including ALIS (Autonomic Logistics Information System), the backbone of the management system for all F-35 operations.

Government Relations & Global Communications

  • Broadly experienced in working with Congress, the Pentagon, and international governments and militaries to build relationships, secure funding, facilitate contracts and deliver products and capabilities, including strategizing and winning Pentagon support for a proposed three-year block-buy of nearly 500 F-35s that will result in significant procurement and sustainment efficiencies, reducing customer costs.
  • Served as a global ambassador for Women in Leadership and STEM, presenting at numerous high-profile events, including the Global Entrepreneurship Summit 2017 with India Prime Minister Narendra Modi, the US-India Strategic Partnership Forum launched in 2017, and appearing with Her Excellency Fatima Al Jaber at the 2016 Women in Industry Forum in Abu Dhabi, helping to underscore Lockheed Martin’s commitment to the UAE’s strategic objective of advancing women in leadership and business. 

Lori Mitchell-Keller MBA

EVP and Global General Manager, Consumer Industries SAP Washington, D.C.

Board Value Proposition: 

Senior Executive with global public company experience in technology, consumer, and healthcare industries. Extensive experience in marketing, launching, and deploying new products in existing and new markets as well as helping consumer companies execute a path of growth through digital transformation. 

 

Software Product Innovation

  • Established global governance structure across all functional domains in four industries to capture industry synergies and enhance strategic team alignment - delivered 25.8% yoy software and cloud topline growth. 
  • Created integrated product strategy and roadmap across previously siloed application units to drive market differentiation. 
  • Delivered end-to-end industry solutions that help customers transform their business through a consumer-centered approach driving re-imagined core retail processes with consistent customer interactions in all touch points. 

Acquisitions & Integrations

  • Proven business success in leading acquisitions, including integration activities, with emphasis on achieving maximum synergies.
  • Developed build, buy and partner strategy across integrated offering; led acquisition and integration activities of several acquisition candidates (including hybris).

Operations Management

  • Significant experience in operations management, including all aspects of the demand and supply chains. 
  • Oversaw the delivery of end-to-end solutions in the areas of Supply Chain Management, Product Lifecycle Management Manufacturing, Procurement, Operational Performance Management and Business Networks. 

Melinda White MBA

CEO Black Walnut Ventures Los Angeles, California

Board Value Proposition: 

A competent, driven and poised executive with a 20+ year progressive career in senior leadership, who led company transformations, over achieved P&L benchmarks, and established leadership across functional areas. Recognized for turnaround, strategy, operations, finance, product, and marketing in B2C, B2B, B2G segments. Thoughtful approach to business opportunities, bringing strategic purpose to the discussion and go forward. Team player who ensured respect was a part of the discussion as functional expertise is exchanged. 

 

P&L Accountability and Leadership

  • Led a $3B P&L with leadership responsibilities across all functional business areas. 7,000 employee organization. Top Region performance in a Fortune 250 company for 3 consecutive years. 
  • Demonstrated results-driver with achievements in market share growth, EBITDA delivery and long range strategic plan/execution. 

Strategy and Operations

  • Strategic leader with a tone of clarity, consistency and care across organizations and partners. Known for a creative and analytical perspective, and ability to attract, develop and lead exceptional talent. 
  • Uses collaboration, proven ability to assess and discern key market and organizational priorities across competitive landscape. 
  • Co-led the California Public Utilities Commission (CPUC) approval process for $10.6B acquisition of Verizon wireline properties in CA, TX and FL, with a unanimous approval in December, 2015.

Innovation and Technology

  • Knowledgeable about network and product capabilities (B2B, B2C).
  • Within the enterprise segment, worked with product and engineering to build solutions that win in a complex network footprint. 
  • Deep network understanding (wireline/wireless).

Sue MacKenzie ICD.D MBA P.Eng.

Independent Consultant

Board Value Proposition: 

Board and Committee Experience

  • Demonstrated ability at the board table to analyze, test, and integrate critical links between corporate strategic objectives and ability to deliver operationally and organizationally. 
  • As Chair of several compensation committees, oversaw redesign of several executive compensation programs to better align with organizational objectives, pay-for-performance philosophy, and good governance practice.. 
  • As Chair and member of several Governance committees, developed board evaluation tools and processes to gauge and improve board performance, optimize board renewal, succession planning, and recruitment. 
  • Clear understanding of areas for focused governance oversight based on experience and success driving organizational delivery through reorganization/restructuring, execution, and stewardship in both large and small entities.

Operations Expertise

  • At Oilsands Quest Inc. as Chief Operating Officer, initiated and led an organization-wide structural realignment to enable future development.
  • As Vice President, In Situ Development and Operations at Petro-Canada, managed on-time, on-budget, zero-lost-time project execution, and subsequent optimization of $300 million MacKay River operation. Also initiated and led strategic acquisition program that significantly increased Petro-Canada’s in situ oil sands resource holdings.

Human Resources Leadership

  • At Petro-Canada as Vice President, Human Resources, developed and implemented a successful two-year plan that realigned Human Resources organization and delivered results that supported the company’s strategic objectives.

Benita M. Warmbold FCA FCPA ICD.D

Board Value Proposition: 

A seasoned executive with a wealth of senior-level experience, both strategic and operational. Strong personal values, including high ethics and integrity. Experienced in dealing at management, executive, and board levels in the private sector, the nonprofit sector and government. Strategically focused with considerable knowledge of governance issues.  Good intellectual insights coupled with a high level of business acumen.  Managed numerous capital activities, including acquisitions, divestitures, mergers, and share and debt issuance and reorganizations.

Lisa Zangari

CEO Epic Engagement

Board Value Proposition: 

A senior executive with demonstrated ability to lead the organization’s design, development, and execution of global talent strategies with large public companies. Significant experience managing relationships with the compensation committee of the board. A proven strategist with experience aligning transformational change with both strategic priorities and stakeholder value.

Human Resources, Compensation, Pension Expertise

  • Twelve years of executive experience global talent mandates in precious metals and technology.

Mergers & Acquisitions

  • Led due diligence and integration efforts for over 20 acquisition and divestitures in complex, global geographies.

Executive Compensation & Succession

  • Developed and implemented board-approved compensation strategies targeted to incent high levels of performance at the executive and non-executive levels. 
  • Led the development of global succession planning for executives, mid-management, and critical positions.
  • Successfully managed a transparent and collaborative relationship with three very diverse compensation committees.

Talent Strategy

  • Led the development and implementation of three global talent strategies that supported both growth and talent optimization. In one instance, delivered an ROI of 26% due to focused leadership development planning.

Patricia S. Youzwa

RBC Woman Executive in Residence Hill School of Business, University of Regina

Board Value Proposition: 

A seasoned executive with CEO or equivalent experience in commercial crown corporations and government and experienced director on a wide variety of boards. 
 

C-level Leadership

  • As CEO of a multi-billion dollar commercial crown corporation, led numerous initiatives for major infrastructure expansion and renewal, energy market reforms, customer service delivery improvement, technological innovation, environment sustainability, and human resource development in the areas of safety, workforce planning, and diversity.

Extensive Energy and Resource Sector Knowledge

  • Over 25 years of experience working in the energy and non-renewable resource sector in the areas of utility services, energy trading, policy development, taxation, and regulation.

Government and Public Policy

  • Over 12 years of experience at the level of deputy minister or CEO with direct accountability to elected officials and boards of directors.
  • In-depth understanding of the policy development and implementation process at both provincial and national levels gained through a variety of senior roles and responsibilities.

Cynthia Johnston

Board Value Proposition: 

P&L Accountability and Leadership

  • Senior executive with $4 billion natural gas, wind, hydro, solar generation assets across five provinces and three US states. Capital project execution to sustain assets, risk management, and all joint ventures and partnerships related to the business.

Strategic Planning and Execution

  • Deep experience developing and implementing integrated business strategies and plans, with a strong track record for delivering results and execution, including: three-year business and technology plan for the post-acquisition integration of a renewable energy business; five-year post-acquisition strategy for a regulated Alberta utility; coal operations out-sourcing delivery strategy; retail electricity strategy for a deregulated market structure, and a five-year business strategy for a $500 million renewables business.

Organizational Transformation and Mergers and Acquisitions

  • Restructured TransAlta’s functional organization into three business units, reducing corporate cost structure by $30M. Hands-on experience leading four major buisness transitions. Successfully completed the post-acquisition integration of Canadian Hydro Developers, Inc. wind and hydro fleets (600 MW) into TransAlta’s renewables business. Led transformation of under-performing utility at acquistion to flagship performer over five years at FortisAlberta. Closed $850 million sale of transmission business and $700 million sale of distribution/retail business, and successfully managed transitions to new owners. 

Operations and Capital Project Execution

  • Broad operational leadership experience in natural gas, wind, hydro, and solar electricity generation, coal mining, electric transmission and distribution, and regulated utility customer operations and contact center. Capital project execution experience for maintenance and operations and major new construction. 

Regulatory

  • Negotiated three consecutive rate regulatory agreements with diverse customer and intervenor groups on behalf of FortisAlberta.