VP Change Management in Philadelphia PA Resume Ken Bowman

Ken Bowman West Chester, PA | [email protected] | (215) 500-5312 Dynamic leader experienced in driving process improvements, change, and business transformation across complex global organizations. Highly skilled in motivating, influencing and inspiring across multiple functional areas to create clarity, alignment, and stakeholder buy-in. Proven ability to translate business strategy into practical tactics and implementation plans that are field focused and mobilize people to achieve desired results including; revenue growth, cost containment, margin increases, risk mitigation and improved sustainability AREAS OF STRENGTH Team Leadership | Talent Development | Change Management Marketing and Sales Strategy | Strategic Business Planning | Organizational Design Stakeholder Engagement | Project Implementation | Risk Mitigation | Six Sigma Process MS - Environmental Science SUNY College of Environmental Science & Forestry

BA - Environmental Studies/Policy & Management Dickinson College

PROFESSIONAL EXPERIENCE ARAMARK | 2006 – PRESENT Vice President, Global Operational Excellence: (January 2012 – Present) Nominated by Company President and CFO to spearhead ARAMARK’s first center-led initiative and create Center of Excellence Team. Results achieved to date include: Cost reductions of $30M over 18 months with plans in place to achieve an incremental $80M in food and labor productivity in 2014. ARAMARK Star of Excellence Award Winner – “Set Goals, Act, Win” – June 2013

■ Designed, developed, staffed and led a start-up functional team of 30+ professionals responsible for the creation and installation of business processes and technology platforms to streamline and standardize food and labor management practices across global enterprise impacting 270,000+ associates. Oversee performance management and deliver regular updates and progress reports to C-suite leadership. ■ Lead stakeholder engagement activities to partner with and align all line-of-business leadership teams and functional groups around enterprise change strategy and annual operating plan. Grow performance based relationships to ensure effective sponsorship of strategic imperatives with an emphasis on employee engagement, behavioral reinforcement, capacity management and barrier removal. ■ Created and delivered multiple executive level and large group presentations to promote vision and case-for-change to mobilize support for the new strategic vision for the organization.

Vice President, Safety and Risk Control: (June 2006 – January 2012) Recruited to establish a new functional team tasked with changing the trajectory on the loss experience for $12B global professional services organization. Reported to the SVP of Global Risk Management and CFO and was responsible for the strategic direction and leadership of a team of 25+ risk control professionals. Results achieved include: A step change in injury rates of over 50% since the inception of change strategy in 2006, over $30M reduction in casualty insurance premiums, and the creation of a corporate value for safety within ARAMARK. Company has received several awards and external recognitions for transformational results.

■ Designed, recruited, staffed and led a high performing team of safety/risk control professionals to collaborate with executives in all domestic lines of business and multiple country leadership teams. Developed and implemented a common global management system for reducing injuries, mitigating risk, protecting the company brand and decreasing general liability and workers compensation exposures. Developed first company-wide safety policy sponsored by CEO. ■ Created and installed a sustainable executive level steering team infrastructure across the enterprise to establish annual targets and objectives, improvement plans and metrics to provide transparency into performance and drive consistency and standardization across diverse operating companies. Integrated risk control objectives into management incentives for the first time in company history. ■ Led a cross-functional team that architected comprehensive ‘Safety Excellence Plan’ to focus entire organization on injury prevention and proactive management of key leading indicators. Developed technology platform to measure expected behaviors at account level.

Ken Bowman | [email protected] | 215-500-5312 | Page 2 EXELON ■ 2003 – 2006 Director, Environmental Safety & Industrial Hygiene: (March 2005 – June 2006)

Led Environmental, Health and Safety function for Exelon Energy Delivery (EED), one of the largest utility companies in the U.S. Results achieved include: Distinguished level of safety performance for EED in 2005 - OSHA rate of 1.68, top 10% for electric utility industry.

■ Integrated and led an EH&S management team of 50+ professionals. Responsible for C-suite interface and performance reporting, safety management system design (SMS) and implementation, field performance monitoring/ auditing, public safety outreach, regulatory liaison and benchmarking. ■ Led Exelon EH&S merger integration team responsible for standardizing and streamlining EH&S programs across combined operating companies including both union and non-union environments.

Manager, Environmental Services: (November 2003 – March 2005) Led Environmental Services function and was accountable for leadership and oversight of all aspects of environmental compliance and program management for Exelon Energy Delivery (EED). Results achieved include: ISO 14001 certification and external recognition for Exelon.

■ Lead for program development, ISO 14001 Environmental Management System (EMS) implementation, process improvements, and the integration of processes and procedures between PECO and ComEd operating companies in support of ‘The Exelon Way’ business transformation initiative. ■ Designed and executed environmental strategies, policies, and business solutions to ensure corporate sustainable development and effective linkage between environmental stewardship and business results. Established infrastructure modifications and coordinated all aspects of waste management, pollution control, recycling, environmental health, conservation and renewable energy. ■ Managed and participated in environmental service activities including design, investigation, feasibility studies, contaminated site remediation, program management, and on-going maintenance. Provided leadership and ensured alignment with regulatory requirements and safe workplace practices.

PECO ENERGY ■ 1998 – 2003 Manager, Safety & Industrial Hygiene: (December 2001 – November 2003) Accountable for management of the accident and illness prevention program for PECO Energy throughout greater Philadelphia service territory. Results achieved include: Recognized in 2003 for the lowest lost time incident rate of any large combination utility company in the country. Company awarded the Governor’s Safety Award as well as (2) Energy Association Safety Achievement awards.

■ Partnered with SVP of Operations and senior leadership team to design and implement a Safety Culture Initiative to establish a culture of personal responsibility for safety and a step-change in performance. Initiative involved over 100 front-line employees and spanned 2+ years and was a catalyst for PECO Energy becoming a best-in-class utility and national benchmarking target for safety performance. ■ Liaised with the corporate Environmental, Health and Safety Department and led company-wide cross functional teams, behavior based safety (BAPP®) process installations, hazard assessments, accident/injury investigations and reporting, and post-injury follow up procedures.

Manager, Environmental & Laboratory Services: (September 1998 – December 2001) Accountable for establishing field focused environmental management program for PECO Energy. Specific areas of focus included establishing standard operating procedures, training of electric and gas operating teams, development of key performance indicators, and establishing a company-wide environmental service contract to provide critical emergency response support for 24/7 operation.

■ Integrated environmental services into business practices and carried out assessments to identify and reduce the organization's environmental risks and related cost. Ensured compliance with local, state and federal requirements and reporting of EH&S performance to internal and external stakeholders. ■ Partnered with cross-functional teams to promote awareness of the impact of emerging environmental issues. Oversaw waste minimization and recycling, emergency spill response and contingency planning, manufactured gas plant remediation, environmental audits and inspections, and technical field support. ■ Evaluated significant environmental issues and developed programs and procedures to address those issues. Documented accidents, safety violations, and unsafe conditions, managing record keeping and retention. Managed contract administration and sourced third-party resources to control hazards.