Meghan Loomis

Meghan Loomis

Director, PHR · +1 (312) 729 8173
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Meghan Loomis is a director with Baker Tilly Digital. Meghan has spent her career helping clients drive back office transformations using technology as an enabler of change. During her time at Baker Tilly, Meghan has focused on several key activities:

  • Delivering highly complex projects: Meghan believes rigorous project management and pragmatic change management are the keys to successful projects. She focuses on collaborating closely with clients and delivering meaningful results in a style that feels good. Meghan has led dozens of engagements to deliver quality work and maximize value to her clients.
  • Building technology alliances: Meghan has championed and led the research, development and growth of several of Baker Tilly Digital’s key technology alliances. She drives transparent communication in building new alliances and works to ensure mutual benefit and success for Baker Tilly and our partners.
  • Growing Baker Tilly Digital’s federal practice: Baker Tilly Digital has amassed years of experience migrating clients to modern technologies in the commercial space, and we have applied that depth and breadth of experience in building our federal practice. Meghan brings forward lessons learned from the public sector and marries that with the unique challenges, complexities and requirements of the federal sector in order to provide elegant solutions for Baker Tilly’s federal clients. She also works with our technology partners to ensure product enhancements are incorporated to support the evolving needs of the federal sector.
  • Defining new service offerings and methodologies: The digital landscape is ever evolving, and Baker Tilly must continually evolve to engage effectively with our clients. Meghan works to identify and develop new service offerings to meet our clients’ needs and accelerate the rate of change of business.

Meghan’s other strengths and skills include: project and program management, change management, business process reengineering, technology implementation, human resources (HR) process and program design and process improvement.

  • Engagement director for global assessment of Oracle Cloud EPM. Managed team of people to analyze the client’s environment, identify areas for opportunity, and provide leading practice recommendations to drive completion of the implementation and optimization of existing setup. Delivered final assessment and proposal for subsequent phases of work and transitioned to the delivery team
  • Analyzed more than 450 legacy HR systems at federal client with military and civilian personnel. Assessed fit of those legacy systems for Oracle Cloud. Developed roadmap for prototyping 10 modules of Oracle Cloud to demonstrate that the application could meet the needs of the client. Presented the roadmap to key client executives, including the CIO, to gain agreement and sign off to move into the next phase and begin the prototype efforts. In phase two, served as the engagement director, overseeing the prototype efforts within Oracle Cloud. Managed team of functional and technical experts to further define requirements, solution unique challenges, configure and demo the business processes in a rapid sprint approach. Developed this prototype sprint methodology, including the approach and deliverables, to reduce risk and quickly build stakeholder buy-in for the client. Successfully demonstrated Oracle Cloud’s ability to meet the client’s needs in all ten workstreams
  • Program manager for Oracle implementation at financial services institution with 250,000 employees. Oversaw global harmonization of talent management and learning processes to drive a first-class employee experience and achieve key engagement targets. Managed team of functional specialists to configure the unified design. Oversaw technical developers to plan, data map, develop and test more than 15 integrations, more than 10 conversion objects and more than 20 reports
  • Program manager for 6,000 employee global acquisition for a high tech manufacturing client. Oversaw all aspects of HR integration during the planning and close phases of the acquisition, including payroll, strategic workforce planning, compensation, talent acquisition, talent management, and global mobility in order to ensure smooth transition for acquired employees. Acted as HR liaison into the larger integration team, raising risks, monitoring dependencies and communicating key updates to the other functions like information technology (IT), finance, etc. Developed mergers and acquisitions (M&A) playbook that detailed a consistent methodology for HR integration from due diligence through execution for the client to use on future acquisitions
  • Program manager for HR harmonization phase with global engineering company. Led team of more than 40 individuals to streamline and standardize HR processes worldwide after client went through several large acquisitions. Project impacted more than 20,000 employees through improved efficiencies and effective HR service delivery
  • Program manager for global human resource information system (HRIS) implementation of Oracle HCM Cloud core HR, talent management, recruiting and onboarding for a manufacturing organization. Managed integrated project timelines and cross-functional dependencies. Oversaw change management initiatives to improve global adoption across a wide range of end users and process participants
  • Program manager for end-to-end HR processes and systems deployment for a global retailer with more than 35,000 employees. Developed and drove program timeline to hit key milestones and deliver on complex requirements. Developed ongoing support model, reporting and standard operating procedures for the global HR functions, HRIS and IT organizations to help the organization become self-sustaining in their new environment
  • Change manager for medical device company operating in more than 30 countries globally. Led change management planning efforts to ensure comprehensive and right-size change approach that aligned both with leading practices and client culture. Developed comprehensive stakeholder analysis, change readiness assessment and job impact analysis to understand the current environment and degree of impact for stakeholders. Leveraged the results of these analyses to drive complete training and communication plans that would focus on the right messaging, for the right audiences, with the right level of detail, at the right time
  • Supported end user training and communications development and managed the delivery of these. Developed post go-live governance plans for the organization to leverage as they rotated their HRIS and IT organizations to manage Cloud based applications for the first time and ensure they were positioned to take advantage of the continued innovation opportunities
  • Project manager and business analyst for healthcare organization deploying Oracle Cloud talent acquisition. Led upfront project planning efforts to establish roles and responsibilities of core and extended team members, document project success criteria and develop detailed project plan from kickoff through post-production support. Managed internal and client resources to execute against project plan and hit key milestones. Managed technical and functional workstreams and provided analyst support around configuration, documentation, process design, testing and more
  • Assisted in developing a succession planning strategy for an organization with 140,000 employees globally, including both goods and services employees. Worked to develop future state succession planning strategy by outlining organization-wide talent needs and guidelines for developing key employees for leadership roles. Linked key succession planning inputs and outputs with other talent management programs to provide an integrated succession planning framework
  • Supported change management efforts for global implementation of succession planning software including risk and issue management, stakeholder management, change readiness survey creation and analysis of results, development of training and communication plans, current and future state assessments, job impact analyses and other activities
  • Documented, analyzed and improved numerous business processes in various organizational functions within a regional utility company with complex systems and stakeholders. Improved organizational readiness for upcoming high retirement waves to improve sustainability

Location

Illinois

Education

University of Wisconsin – Madison, School of Business
Bachelor of Business Administration, management and human resources