Description
Career Summary Human Resources, Leadership and Culture Human Resources Consulting, Round Hill VA 2016 - Present Chief EXECUTIVE - Human Resources Consultant Engaged by multiple clients to analyze and facilitate executive and leader development, drive organization effectiveness and ensure sustainable results through design and implementation of robust human resources practices and policies. Created strategies, delivery models, and organization designs to transform HR functions, drive HR effectiveness, and improve the return on workforce investments. Streamlined the delivery and administration of HR programs, alignied HR and people strategies with business strategies, designed and deployed HR shared services, assessed outsourcing/off-shoring implementation protocol, conducted HR and payroll operational assessments, designed performance improvement transformations, and partnered with C-Suites to develop a transformational vision and implementation plans. Examples include: Facilitated executive development and cultural assessment for an international chemical organization. Designed and led process to assess executive leadership capability resulting in an organization succession planning protocol and leader development process for a multi-national engineering design company. Developed talent acquisition strategies and talent delivery methodology for a government contracting support group. Designed employee development practices and implemented engagement model for a global medical technology organization. Evaluated the human resources practices and capability within a global not-for-profit organization and developed the framework for functional transformation. Designed and facilitated a labor and employee relations strategy for a large, private university system. * PenFed Credit Union, Alexandria VA 2014 - 2016 Third largest credit union in the United States with assets nearing $20B and 1.4 million members worldwide. PenFed has c 1900 employees within 7 office settings and 25 branches in the US and abroad. Chief human resources officer Engaged to resurrect a depleted HR function during a time of C-suite transition. Appointed to guide the acceleration of growth through strategic HR initiatives. Responsible for providing leadership for the strategic and operational direction for the entirety of the Human Resources functional practices - compensation / benefits, training, organizational development, talent acquisition, employee relations, compliance / governance across multiple locations. Included formulating actions to establish a high-performance culture, service orientation and high-stakes talent acquisition, development and retention. Facilitated C-suite transition through the active recruitment of a new CIO, CFO, General Counsel and supported the focused redesign of executive responsibilities and governance structures. Partnered with the Board of Directors to design and implement senior executive retention plans (SERP) and officer level retention through company owned life insurance (COLI) plans. Redesigned the HR organization to support and align business processes, drive M&A efforts and rapidly resource key job functions and critical competencies. Implemented full-scale HRIS / payroll to gain internal efficiencies. Designed and implemented leadership and management development training programs to drive alignment on strategic direction and values-driven member service. Engendered a commitment to employee engagement through transition to Gallup surveys and implemented system to cascade leadership accountability for culture change. Transitioned benefits plans to provide focus on wellness, personal accountability and consumerism. Oversaw the active recruitment of c.750 new employees and rebuilt on-boarding and orientation practices. OCI Enterprises (NYSE: OCIR), Atlanta, GA 2010 - 2013 A subsidiary of Seoul, Korea-based OCI Company, OCI Enterprises is a leading global inorganic chemical and green energy company. OCI Enterprises revenues neared $1B with c. 800 employees throughout North America, Asia and Europe. VICE PRESIDENT, HUMAN RESOURCES Between a chaotic HR function, a recently appointed CEO, and extensive C-level staff turnover, company needed proven HR leader to better guide the C-suite, establish the HR function's credibility, and serve as coach to the CEO. Partnered with and coached CEO and other Korean-based executive leadership to formulate company vision, values and business strategy, aligning human resources plans with business needs and driving cross-functional execution of global initiatives. Assessed existing systems and processes, and redesigned HR infrastructure and operations to boost HR effectiveness and credibility. Provided HR leadership in preparation for major acquisitions in the US, Latin America and South America, from due diligence to cultural integration. Managed all aspects of human resources across multiple manufacturing and R&D locations, including compensation / benefits, talent management, performance management, executive compensation, succession planning, Board relations, internal communications, labor / employee relations and change management. Drove 42% increase in manufacturing output by conceiving organizational transformation and executing change management and high performance team protocol. Generated cost reduction of 18% year over year through comprehensive redesign of benefits plan. Improved employee satisfaction by 52% by designing and implementing internal communications practices. Established the process and protocol for the transfer of human assets and global leader development process -resulting in savings of 23%. Developed University Relations and internship programs as part of a comprehensive talent acquisition process that increased the intern-to-hire metric by over 76%. Led HR due diligence and strategic cultural assimilation for successful M&A activity in North and South America. Achieved savings of 40% vis-�-vis implementing a virtual leadership development protocol. Implemented HRIS with projected improvement of over 60%. Soci�t� Internationale de T�l�communications A�ronautiques (SITA), Atlanta, GA 2002 - 2010 Provider of global information and telecommunication solutions for the air transport industry. With $5B in revenue, SITA employeed over 6500 staff world-wide. SENIOR DIRECTOR OF HUMAN RESOURCES, NORTH AND SOUTH AMERICA AND CARIBBEAN (2002 - 2010) GLOBAL DIRECTOR OF ORGANIZATION DEVELOPMENT AND LEARNING (2002 - 2010) Originally hired to help company's largest business unit through an initial public offering, which company later decided against, and ultimately led company through several reorganizations. Held two executive positions simultaneously to allow for added resources in other areas. Engineered and executed global human resources and organizational development initiatives in support of business objectives for the organization's most complex operational division and largest region - establishing consistent HR systems and practices as well as building cohesive virtual HR teams across five continents for multiple offices ranging in size and scope. Directed organization through several restructurings, continually optimizing infrastructure and operations for maximum performance to include within retail operations. Oversaw full spectrum of HR functions, including compensation and benefits, recruiting, employee engagement and relations, senior leadership coaching, training, compliance and succession planning. Led structured HR initiatives during three separate global restructuring and US based M&A actions, yielding performance and organizational enhancements and effectively reducing operating cost by over 23%. Maximized operational efficiency and effectiveness through policy design and operational execution of complete blended learning solutions - reduced global development cost per hour by over 33%. Reduced the time to hire by 28% and the cost to hire by 31% by augmenting systems to improve talent acquisition / recruiting efforts. Decreased onboarding costs by over 37% by conceiving a web-based new hire induction program designed to give new joiners a consistent global integration experience. Led the evaluation of health care benefits resulting in key plan design changes - lowered costs by 16% year over year without any negative impact to the employee population. Yielded 44% increase in employee satisfaction through implementing progressive policy revisions.
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