Craig Dreilinger, Ph.D.

CRAIG DREILINGER, Ph.D. RESUME Craig Dreilinger, Ph.D. is a licensed clinical and management psychologist working for private sector and non-profit clients in the United States and overseas. Dr. Dreilinger has worked extensively with telecommunications, utilities, banking/financial organizations, biomedical research facilities, sales and marketing organizations and national and international non-profits. He is widely recognized for his work assisting organizations engaged in strategic planning and culture change. Dr. Dreilinger has served as keynote speaker for such organizations as the Conference Board, the Society for Human Resources Management, Yeshiva University, the American Public Power Association and Planned Parenthood. He has contributed to such journals as Human Resource Executive, Business Horizons, Management Review, Behavior Research and Therapy, and Training and Development. Dr. Dreilinger received his Ph.D. in psychology from the University of Maryland and has taught at the University of Michigan and The George Washington University. EXPERIENCE BOARD AND STRATEGY CONSULTING: Assisted the Board and senior management at the Salk Institute to develop an integrated strategic plan and to promote significant cultural changes in support of it. Assisted senior management at Orange and Rockland Utilities to develop a competitive business strategy in response to deregulation. Assisted senior management and members of the Board of the Juvenile Diabetes Research Foundation to develop an organization-wide strategic plan and a plan for Financial Resource Development to address significant changes in giving patterns. Assisted the senior management team at Black and Decker's PRC to redefine its vision and mission of the company in light of core product maturity. Facilitated a scenario planning process for the Center for the Jewish Future to identify and address emerging realities impacting critical issues for the Modern Orthodox community.

12.08/2011

Worked with the board and with senior management at the Orthodox Union to redefine the governance model from lay to professional staff driven and to develop a strategic plan to address emerging market and competitive realities. Worked with the President, members of the board and executives at Yeshiva University to develop long-term strategic priorities and an implementation plan and to redefine the culture in support of them. Helped Ameritech Advertising Services develop a market planning process and implement a strategic plan and cultural transition to support it. Helped senior management and the board at the American Israel Public Affairs Committee (AIPAC) realign its culture, management practices, and by-laws in response to significant growth and evolving priorities. Also facilitated a board-driven strategic planning process. Helped the Board and senior management at the Partnership for Jewish Education to develop and implement a strategic plan and to redefine the role of the board in support of it, in response to dramatically changing marketplace realities. Assisted the National Capital Reciprocal Insurance Company (NCRIC) to plan for forces likely to affect their competitive environment subsequent to a merger. Assisted United Services Life Insurance Company and ReliaStar to integrate their services and create a coherent business culture and strategic plan subsequent to a merger. Consulted with Chief Executive Officer of Ceretec, a biotech venture capital firm, to develop and implement a business strategy to support stage two research. Consulted with the Board of Directors of the Jerusalem Foundation, Inc. to redefine its vision and strategy and to realign its agenda with its world headquarters. Assisted General Polymers, a Division of Ashland Chemical Company, to redefine its vision, mission, strategy, and objectives. Assisted the World Banks Economic Development Institute to conceptualize and create a strategic expansion plan. Helped Ashland Oils Industrial Chemicals and Solvents Division identify strategic opportunities to increase market share.

Helped Cablevision develop and execute an implementation strategy aimed at building broad-based support for an ethics initiative.

OTHER ORGANIZATIONAL AND MANAGEMENT CONSULTING Assisted senior managers at Howard Hughes Medical Institutes Janelia Farm Research Campus to build a management culture which promotes collaboration and mentoring. Coached executives at the Joint Distribution Committee (JDC) to align their leadership practices with business goals. Helped executives at Gulf States Toyota build internal change management capabilities to address rapidly changing marketplace. Coached executives at Lucent Technologies to adopt and socialize accountability-based practices in response to changing customer requirements. Assisted Synovus Financial Corporation to address visible and invisible resistance to the introduction of an in common, integrated platform among its business enterprises. Coached the principal and executives at National HealthCare Associates, Inc. to make the transition from an entrepreneurially to professionally managed firm. Facilitated Lawrence Berkeley Labs development of a cross-disciplinary research culture aligned with a changing scientific portfolio. Assisted U.S. Gypsum to identify and re-socialize practices aimed at re-motivating employees and minimizing competitive cherry picking during Chapter 11 bankruptcy. Assisted Chevron-Phillips Cedar Bayou plant to redesign work practices to minimize defective work products. Worked with Brandeis University and Hillel at Brandeis to eliminate brand comingling. Coached executives at NCR Corporation to identify and address performance problems among key employees. Helped the Commissioner and senior executives at the Internal Revenue Service develop a new social contract with employees. Helped Harris Bank and Trust to effectively build support for its core business strategy.

Assisted the American Public Power Association to help public utility executives address issues associated with deregulation and competition. Advised Monsanto in how to anticipate and address changes associated with implementing a centralized support services profit center which competes with external vendors. Helped civilian executives and senior military officers at the U. S. Army Corps of Engineers to reorganize to become both more cost competitive and client responsive. Assisted ETHICON, Inc., a division of Johnson & Johnson, to revise personnel practices in support of a market-driven business strategy. Advised the CEOs of R.H. Donnelley and Ameritech Publishing regarding predictable cultural issues associated with a joint venture. Developed Florida Power & Light Companys Performance Evaluation & Succession Planning System. Assisted U.S. Gypsum to identify and socialize historic practices aimed at remotivating employees and minimizing competitive cherry picking during Chapter 11 bankruptcy. Assisted senior managers at Howard Hughes Medical Institutes Janelia Farm Research Campus to build a management culture which promotes collaboration and mentoring. Engaged in diagnosis and developed a plan to address domestic and worldwide communications needs for the International Finance Corporation. Worked with management and staff at the Fried Companies, a real estate development organization, to identify and overcome obstacles to productivity. Helped The Friedkin Companies identify supports and constraints to its vision and values. Assisted Kansas City Power and Light to develop an ethics initiative that addressed both competitive and regulatory realities. Assisted the California Public Utilities Commission to implement a performance management culture. Assisted the senior management team at Black and Decker's PRC to redefine its vision and mission of the company in light of core product maturity.

Audited ethics practices and developed an ethics and compliance initiative for Orange and Rockland Utilities. Implemented a comprehensive organizational diagnosis for the United States and Foreign Commercial Services at locations in the United States, South America, and Europe. Created the Developmental Assessment Center, for the Hertz Corporation. Worked with the Navy Civilian Personnel Office to diagnose and address the causes of reclassification delays.

PROGRAM DEVELOPMENT AND DELIVERY

Trained executives and managers to overcome workplace cynicism and develop an accountability-based culture at the Providence Journal. Helped the United States Customs and Border protection Agency to develop a conflict resolution model at ports with culturally diverse populations. Conducted leadership development workshops for the 100 most senior producers at the Northwestern Mutual Life Insurance Company. Implemented a coaching initiative linking senior foundation directors with recently hired directors at at-risk locations for Hillel, the Foundation for Jewish Campus Life. Developed a competitive, interactive computer simulation to assist Ashland Chemical Company district managers to develop market analysis and planning skills. Designed the Executive Management Training Program for the US Nuclear Regulatory Commission, which was adapted for use at the Kennedy School of Government, Harvard University. Facilitated workshops about managing change in a cynical workforce for the American Public Power Association. Developed and conducted Executive Power and Influence for Internal Revenue Service senior executives. Implemented a business ethics initiative for Pacific Bell, including training 875 managers to identify and resolve business ethics issues and build an ethical work environment.

Facilitated management and executive development programs for clients such as the Regional Bell Operating Companies, Northern Trust Bank, USAA, the Department of Labor, and the Food Marketing Institute. Assisted the General Services Division of the World Bank to identify and address potential conflicts of interest. SELECTED PUBLICATIONS

Self-Assessment: Where Are The Banana Skins? in Ethics Matters: How To Implement Values-Driven Management, W. Michael Hoffman and Dawn-Marie Driscoll (Eds.) 2000. Get Real (And Ethics Will Follow), Workforce, August 1998. All You Ever Really Need To Know About Trust You Learned In Kindergarten, News for a Change: the AQP Journal, August 1998. Rebuilding TrustWhat Really Works and What Really Doesnt, EOANews, Spring 1998. Beyond Cynicism: Building a Culture Which Supports Both Ethical Business Practices and High Performance, Ethics Today, Spring 1997. High Trust Accountability-Based Culture Replaces Cynicism, Human Resources Report, Spring 1997. Many Utility Employees Working Scared, Electric Light & Power, June 1996. From Cynicism to Commitment, Human Resource Executive, March 1996. Cynicism at the Work Place: An Emerging Problem--Part I (Summer, 1995) and "Cynicism at the Work place: Building a High Trust, Accountability-Based Culture--Part II" (Spring, 1996), Center for Business Ethics News. Ethical Decision Making in Business with Dan Rice, Business Ethics: Readings and Cases in Corporate Morality. W. Michael Hoffman and Robert E. Frederick (Eds). McGraw Hill, NY, 1995, third edition. Deregulation driving utilities to change, Electric Light & Power, December 1994. Building a High-Trust Culture, Executive Excellence, July 1994. The Failure of Downsizing, The President, June 1994.

Why Management Fads Fizzle, Business Horizons, November-December 1994. Fear and Loathing After DownsizingWhat Can Managers Do? Tapping the Network Journal: Summer 1994. The Failure of Downsizing, The President, June 1994. Managing the Survivor Syndrome, with D. Rice, Relocation Journal, Spring 1993. A Contract for Commitment, with Frances Patch and Dan Rice, Training & Development Journal, November 1992. After the Downsizing, with D. Rice. Training & Development Journal, May 1991, pp. 41-44.. Office Ethics: Five Common Ethical Dilemmas and How to Resolve Them, with D. Rice, Working Woman, December 1991.