Charles Howard

Integrating Operational Excellence, Organizational Effectiveness & Human Transformation Business transformation and organizational change leader with 30+ years of international experience integrating operational excellence, organizational development, and human transformation.

Former Ford Motor

Company and Procter & Gamble leader who translates business strategy into measurable results through operational improvement, organizational alignment, leadership development, and sustainable change adoption. Combines a foundation in business operations and engineering with expertise in organizational effectiveness, executive facilitation, leadership development, and change management. Advises senior leaders, facilitates strategic planning, diagnoses organizational challenges, and builds the capabilities required to sustain transformation.

Prosci-certified, with a distinctive ability to bridge transformation strategy and successful implementation by addressing both the operational and human dimensions of change.

Core Value Proposition: Helping organizations achieve sustainable transformation by integrating business strategy, operational excellence, leadership alignment, organizational capabilities, and human transformation.

Executive Director / Senior Partner; Director of Organizational and Human Development at Interlock Consulting Services / Interface Training & Consulting (2018-01 – Present)

• Advise corporate and social-sector clients on business transformation, organizational development, change management, and strategic planning.
• Diagnose organizational challenges and identify opportunities to align strategy, structures, leadership, processes, competencies, and culture.
• Facilitate leadership teams in strategic planning, problem solving, and cross-functional alignment to support transformation.
• Design interventions that build organizational capabilities, strengthen leadership effectiveness, and sustain performance improvements.
• Lead leadership development, executive coaching, and team facilitation initiatives that support organizational change and transformation.
• Analyze people and organizational-effectiveness indicators to inform diagnosis and improvement recommendations.
• Integrate Lean and process-improvement practices with organizational and human development initiatives.

Product Development Learning & Development Specialist; Purchasing Lean Supplier Optimization Manager; other roles in Purchasing & Engineering at Ford Motor Company (2012-08 – 2017-12)

• Led organizational development and internal and external change-management initiatives for Ford South America's Product Development organization.
• Implemented a Product Development competency framework and continuous competency-development planning to strengthen organizational capabilities.
• Facilitated a 20-member director-level leadership team in defining its three-year strategic vision.
• Served as master trainer for the Product Development Immersion program, training approximately 1,200 professionals across leadership levels.
• Led a team that delivered 80 supplier-development workshops over two years, strengthening processes, collaboration, and operational efficiency.
• Identified more than US$14 million in savings opportunities and contributed to realizing US$6.5 million over 18 months through process and supply-chain optimization.

Senior Partner / Senior Organizational Development Consultant at Rabbani Consulting (2002-09 – 2012-08)

• Led organizational development and change-management projects to improve organizational effectiveness, leadership, and workforce capabilities.
• Facilitated strategic planning addressing organizational structures, systems, leadership behaviors, competencies, and business performance.
• Advised organizations on diagnosing barriers and developing strategies to improve organizational performance.
• Designed and facilitated programs in leadership, ethics and values, group consultation, problem solving, high-performing teams, and diversity.
• Provided management consulting and executive coaching to corporations, social organizations, and educational institutions.

Plant Manager at Natren Inc. (2000-09 – 2001-09)

• Led operations and supply chain at a cGMP-certified manufacturing facility, overseeing organizational development, logistics, safety, and workforce accountability systems.
• Directed strategic Diversity and Inclusion planning and culture-change initiatives to strengthen workforce engagement and retention.
• Coordinated new-equipment start-up and technology transfer into internal production.

Supply Chain Manager; Production Planning Manager; Business Area Manager; Process Engineering Manager at Procter & Gamble (1991-06 – 2000-09)

• Held progressive management roles across supply chain, production planning, business operations, and process engineering in large-scale manufacturing.
• Led Total Delivered Cost strategic planning and process-improvement initiatives that contributed to annual cost reductions exceeding US$31 million.
• Led organizational and cultural change for MRPII implementation, achieving Class A classification.
• Developed and led cross-functional improvement teams and managed 54 technicians across three shifts.
• Improved planning systems and operational processes, quality, customer service, capacity, and cost performance.

M.A. in Education – University of Alabama (2010)

B.S. in Mechanical Engineering – University of Wisconsin–Madison (1991)