Jennifer L’Estrange

Managing Director

Georgetown University, BS Finance, International Management

Certified Professional Behavior Analyst DISC (CPBA), TTI Success Insights
Certified Professional Driving Forces Analyst (CPDFA) TTI Success Insights
MBTI Step I certified user, CPP/OPP
Global Remuneration Professional, World at Work
Certified user, Predictive Index

“Change projects are hard, but I believe that they deserve to be done well, for the people that are impacted as well as the organizations that they serve. I landed in HR and Change Management accidentally – and found my purpose. I am absolutely fanatical about helping leadership define and implement the people strategies and plans that help them achieve their most ambitious goals.”

Before founding Red Clover in 2015, Jen worked with Altria, Philip Morris International and Accenture in IT and HR leadership roles where she had the opportunity to live and work in over 10 countries. She is a subject matter expert in financially-driven organizational change management and is regularly called on as a speaker on topics related to employee engagement during disruption, values based talent management, variable compensation strategies for SME’s, and leading through change.

Jen sits on the board of directors for Metropolitan YMCA of the Oranges, the largest YMCA association in New Jersey and supports several YMCA organizations in the state. Most weekends, she can often be found on a pool deck officiating swim meets for her boys’ local YMCA team. She is often heard saying that she learned more about leadership from watching her boys’ swim coach than any management development program. It’s all about seeing someone as an individual, evaluating their strengths and helping them see and understand how to use them effectively. That, and sometimes you just have to do the work. You get out of it what you put into it.

Jen is a dual US / Swiss citizen and is fluent in English and French.

Selected Project Roles

Employee Engagement & Culture
Head of HR responsible for a 250 headcount IT organization coming together for the first time from two separate operating companies. Led a series of change management initiatives focused on building employee and leadership engagement and common ways of working. Pulse leadership surveys and feedback sessions, job evaluation project and feedback, increased transparency in compensation processes and policy, performance management, as well as published KPIs, helped forge a unified organization and culture that benchmarked above 3rd party vendors for best in class 24/7 tech support.

HR Process Design & Implementation:
Designed and implemented the recruitment process for a fast-growing tech startup based in NYC. Defined overall process, selected and implemented applicant tracking system, developed interview questions by job family and trained all line managers in behavioral interviewing. Conducted knowledge transfer to HR manager. Organization successfully grew from 30 to 120 in less than 12 months. Company continued to grow to 300 headcount before being acquired for $400+ mio in 2017.

HR Transformation:
Led a 180 employee organization as their interim head of function to change their HR processes to move from transaction and compliance driven services to a function focused on talent management with learning and development as a core value. The project was part of an enterprise-wide business transformation following a change in senior leadership. In scope processes were recruitment, onboarding, exit interviews, performance management, training needs assessment, job descriptions, salary banding, and career ladders. Also introduced Gallup Q12 to benchmark and build employee engagement.

Change & People Transition:
Led the change and people transition team for major business transformation. Impacted 3000 positions across 27 counties in Human Resources, Finance, Information Services, and Procurement. Delivered change management strategy and approach focused on communications alignment and coordination of functional business transformation initiatives by legal entity. Responsible for creation of the financial business case for people costs and savings for all functions and geographies. Resulted in a more effective operating model, < 5-year ROI and substantial ongoing cost savings.

The Results

Construction and Contracting

A commercial roofing contractor was in hyper growth mode. They had goals to increase their field workforce to expand their service area to additional states and geographical locations. If they were to grow their field workforce, they would also need to increase their administrative, operational and sales headcount to support the additional workload created by increased field work. Additionally, they were challenged in workforce retention and development, experiencing high turnover, and did not have a dedicated Human Resources professional to manage employee relations and compliance issues that come with trying to scale a business.

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