1. C H R I S T O P H E R J . P E C K
SUMMARY
 Accomplished strategic thought leader with over 21 years’
experience in talent acquisition, development, work force
planning and systems implementation.
 Highly motivated change agent with a proven track record in
delivering projects on time and on budget in talent management
and organizational development.
 Effective team player, comfortable leading or collaborating with
teams in a matrix, global environment.
 Tireless ambassador for delivering on the business objectives
and vision for the companies I have supported.
EXPERIENCE
2010- 2016 YourEncore Princeton
Vice President, Strategic Advisory Boards
Responsible day to day management of two boards. The first
advises YourEncore on the strategic directions the company needs
to take to maintain its competitive advantage in the healthcare
landscape. The second is composed of YourEncore’s Bio-
Pharmaceutical Practice, which provides both strategic advise and
hands on technical support in the regulatory space.
• Designed and built both boards, staffing them with some of
the industries leading experts in the healthcare industry.
Currently composed of over 100 healthcare professionals at
all levels.
• Design and run all board meetings.
• Co-design offerings and content in the regulatory, quality and
innovation space.
• Identify and recruit new talent as required by our client’s
needs and our Board’s recommendations.
• Ensure profitability by setting and managing acquisition,
expense and billing costs.
• Match and deploy talent as required.
• Assist the sales teams in designing and scoping client

2. projects.
2009 – 2010 GlaxoSmithKline Philadelphia
Director, Programs and CoE Transformation
Responsible for completing an initial diagnosis and design for
migrating global talent to a Center of Excellence model; drove
consolidation of several developmental programs to improve the
early pipeline and development of high potential leaders.
 Collaborated with internal and external partners to design a
center of excellence to integrate talent pools for critical roles
across GSK. Presented results to the SVP of HR and the Chief
of staff eliciting favorable comments and actions.
• Led first round efforts in the organizational design, role
development, talent acquisition processes and budget for the
new Global Talent Center of Excellence. Received approval from
leadership to proceed.
• Assumed leadership of the management development program,
Esprit, and grew it over 20% in the first six months, extending its
reach to the US, Asia and Europe. Improved selection processes
and developed action plans for further expansion and
simplification.
• Initiated the first round of redesign for university recruitment.
This included expanding the use of a third party for
administrative activities, refining a list of target universities and
adopting a digital marketing plan to improve GSK’s presence on
college campuses. Completed two pilot programs utilizing GSK
employees as University teams to heighten engagement and
improve quality of hires.
• Developed proposals for alumni network and career counseling
services to improve GSK’s talent networks and employee
retention. Both projects are on going.
• Led the US sourcing team through a very turbulent time and
completed two major sourcing projects that led to the
acquisition of several vice presidents in GSK’s Consumer and
Logistics groups.
2005 - 2009 GlaxoSmithKline Philadelphia, PA
Director, Global Talent Acquisition
Responsible for the global sourcing team which serviced all of the
GSK businesses. Successfully hired individuals for mid level
management to senior vice presidential roles. Additionally, led
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3. the university recruitment and systems teams that support GSK’s
global recruitment efforts.
 Built and redesigned the e-sourcing team into a proactive group of
talent acquisition specialists with the ability to identify, develop
and motivate highly skilled passive talent to join GSK. During the
last four years over 500 critical roles have been filled resulting in
a cost savings to GSK of over $13M in agency fees.
 Continually built and maintained pools of talent for key roles and
functions of the business. These included general management,
marketing, finance, legal and communications. These pools
resulted in having top talent ready for interviews and have cut
the time to fill by 32% over the last year.
 Successfully marketed the internal sourcing team to senior
business leaders stressing the competitive advantages and
business rationale for this talent acquisition option.
 Streamlined the UK/US University Recruitment process resulting
in the outsourcing of administrative tasks thereby freeing up
recruiters for more strategic issues.
 Identified and implemented systems to support GSK’s global
sourcing and recruitment process. This included implementing
the applicant tracking system in other countries and developing a
reporting architecture that was used globally to ensure processes
are efficient.
 Collaborated with and reviewed GSK’s global recruitment brand
with several agencies to ensure the company is on the cutting
edge of attracting talent for critical areas. Continually negotiated
with the nine GSK businesses to ensure compliance with brand
guidelines and consistency of messages.
 Member of GSK’s Digital Advisory Board. Responsible for the
exploration and piloting of digital technology in branding and
ensuring compliance guidelines were met.
 Executed confidential executive searches for the corporate
executive team (CET) as directed by the SVP of HR. These
searches were reviewed up to the CEO level.
 Collaborated with GSK’s legal department to interpret and
implement the OFCCP guidelines on candidate selection to ensure
compliance.
 Responsible for preparing and monitoring a $5M budget.
 Requested to speak at a variety of recruitment seminars on topics
ranging from generational hiring to building sourcing units in a
corporate environment. (SHRM, Thought Leadership Institute,
PeopleClick, Markus Evans)
2000 - 2005 GlaxoSmithKline Philadelphia, PA
Director, Leadership Development
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4. Responsible for the creation of learning modules that would
better enable mid to senior level employees to lead their teams.
Managed the Learning Link, which hosted the global suite of
learning opportunities for the company.
 Designed and implemented the new Performance and
Development Process (PDP) for GSK. This process defined and
supported annual performance development plans for all
employees. The entire project was completed in the twelve
weeks after merger and launched in time for the May/June
Talent Reviews.
 Designed and implemented major classroom curricula to aid in
the development of leadership skills for mid level management.
Most notable were programs that introduced individuals to
leadership positions and how to successfully navigate in a
complex matrixed environment.
 Managed a staff of seven responsible for the administration of
GSK’s Learning Link, a collection of over 100 programs for
continued education at GSK. This group assisted in streamlining
the education process, developing an online system to subscribe
to the programs and reducing the number of providers from 75
to 26 over a twelve-month period.
 Researched and began implementation of outsourcing the
Learning Link to become more efficient. This process was halted
when it was believed that the outsourcing of these services could
be expanded to other HR services.
 Assisted the other groups in Corporate OD in developing the
High Performing Leadership Behavior Model at GSK. Some of the
early learnings were piloted in the management programs
‘Leadership at GSK’.
 Developed and implemented a work force planning curriculum
complete with a variety of simple tools to support the process.
 Responsible for the budgets in Corporate L&OD.
1996 – 2000 SmithKline Beecham Philadelphia, PA
Director, Leadership Planning and Measurement
Responsible for the worldwide development and deployment of
the Leadership Planning Process (LPP) and Internal Candidate
Search Process (ICS). These processes were the corner stone of
SB’s development initiatives.
 Led the global expansion of the LPP from 1,200 to over 15,000
participants.
 Assisted senior management in all business sectors in identifying
critical roles for the company and developing actionable
succession plans to meet the needs of the business. Facilitated all
senior talent reviews and one to one discussions around talent.
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5.  Developed and deployed an internal search process (ICS) that
helped in the development of key personnel. This process
resulted in over $12M saved over a three year period in search
and advertising fees.
 Developed and produced reports and narratives to aid senior
management in personnel decisions globally.
 Deployed and maintained the systems that supported
Recruitment and Leadership planning globally.
 Responsible for all budgets in World Wide Recruitment.
 Assisted on the recruitment migration team during the GW/SB
merger. Responsible for the integration of systems and processes,
as well as, the day-to-day recruitment needs during the merger
process.
1994 - 1996 SmithKline Beecham Philadelphia, PA
Manager, Sales Information Systems
Responsible for the data acquisition and reports used by
marketing and sales for creating and implementing strategic
product launch plans. Additional responsibilities included the
monthly sales reports for measuring market share performance.
 Streamlined and standardized the sales reporting process for the
US sales force.
 Played a pivotal role in the creation and sizing of the Managed
Care and Oncology sales forces for SB, as well as, two major field
reorganizations.
 Appointed project manager for the creation of the SMIC Data
Warehouse, the first predictive modeling warehouse that allowed
better targeting of physicians. The project was delivered on time
on budget ($20M).
 Co-managed the creation of a predictive prescribing model that
became 92% accurate when validated.
 Controlled a $2M data budget and was lead negotiator for the
contracting of data acquisition.
1978 - 1994 SmithKline Beecham Hartford, CT
 Held a variety of roles in SmithKline's sales and marketing
groups. These roles ranged from sales representative, district
sales manager, and product launch teams.
• Responsible for developing annual strategic plans and quarterly
tactical plans, as well as relevant tracking mechanisms.
• Played key roles in developing the launch plans of two products
nationally.
• Led contract negotiations for all managed care customers in the
northeast until a more formal headquarters’ group was created.
• Assisted in the development and implementation of two national
training programs for the US sales force.
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6. • Responsible for recruitment efforts for the New England Region.
EDUCATION AND PROFESSIONAL DEVELOPMENT
1973–1977 Rutgers University New Brunswick, NJ
B.A., Biology
1987 Science of Recruitment 1991 Simply Better Way (Facilitator)
1989 Targeted Selection 1994 Advanced Project Management
1989 Frontline Leadership 2002 OCDM in OD (Columbia University)
1990 Managing Change in Acquisitions 2003 NTL Advance OD in Practice
1991 Investment in Excellence (Trainer)
AWARDS
1988 Director’s Award, National roll out of Selling Skills
1991 Facilitator of the Year, Investment in Excellence
1992 Gold Tier, Leader’s Edge
1995 Vice President’s Award, Sales and Marketing Data Warehouse
2000 President’s Award, Leadership Planning Process
INTERESTS
Community Volunteer, Coaching, Skiing, Travel
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7. • Responsible for recruitment efforts for the New England Region.
EDUCATION AND PROFESSIONAL DEVELOPMENT
1973–1977 Rutgers University New Brunswick, NJ
B.A., Biology
1987 Science of Recruitment 1991 Simply Better Way (Facilitator)
1989 Targeted Selection 1994 Advanced Project Management
1989 Frontline Leadership 2002 OCDM in OD (Columbia University)
1990 Managing Change in Acquisitions 2003 NTL Advance OD in Practice
1991 Investment in Excellence (Trainer)
AWARDS
1988 Director’s Award, National roll out of Selling Skills
1991 Facilitator of the Year, Investment in Excellence
1992 Gold Tier, Leader’s Edge
1995 Vice President’s Award, Sales and Marketing Data Warehouse
2000 President’s Award, Leadership Planning Process
INTERESTS
Community Volunteer, Coaching, Skiing, Travel
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E - M A I L C P E C K S K I @ G M A I L . C O M
1 3 2 2 S U N N Y A Y R W A Y • L A N S D A L E , P E N N S Y L V A N I A 1 9 4 4 6 • P H O N E ( 6 1 0 ) 2 1 2 - 4 8 0 5