Resume 3

HUMAN RESOURCES EXECUTIVE

• Organizational Development
• Strategic Planning
• Training & Development
• Total Quality Management
• Employee Relations
• Staffing
• Team Building
• Employment & Labor Law
• M&A
• Compensation & Benefits Design
• H.R. Policy Design & Implementation
• Safety Training

• Organized and drove initiative for formalized Product Life Cycle process in entire company to decrease time to market, improve quality and lower product development cost while increasing greater customer satisfaction. Included Management training in Performance Management and Accountability.
• Hired as company s first H.R. professional three months before going public. Built entire H.R. dept. with files, systems and legal requirements and added staff in three countries.
• Led people side of company through IPO while increasing morale in down market.
• Managed 60 headcount growth in six months.
• Led entire corporate move to new building by selecting location, closing deal on lease and managing all relationships with contractors and vendors for furniture, equipment, etc. with employee team selected to design space for new company culture.
• Re-engineered company with move to new building and turnover of CEO, COO and other sr. executives for new business direction.
• Led organization through major restructuring & downsizing with no legal/regulatory compliance issues.
• Implemented new HRIS with web-based Employee and Manager Self Source and conducted training for entire organization.

• Successfully relocated U.S. headquarters from Chicago to Calif. with no business interruption and 45 under budget.
• In process of reorganizing entire U.S. operation for new market focus and to enable complete culture change from Japanese parent to U.S. based organization.
• Spearheaded company s first Strategic Planning process and facilitated re-engineering with employee "self-serve" for employee empowerment. Core team member of Oracle ERP with responsibility for implementation and communication of web-based HRMS.

• Reporting to Divisional General Managers, completely changed one culture from traditional manufacturing to employee empowered total quality with self directed work teams, 360 appraisals, empl. reward system and all salaried workforce.
• Restructured organization with three international and two domestic locations, including consolidating manufacturing.
• Other division reengineered for growth in new market technology through incentives and employee programs. Guided both divisions through Hay Compensation implementation with new pay for performance system.

• Managed tremendous revenue growth of over 50 /year and implemented new temporary employment plan to double size of workforce in two years, while reducing cost and maintaining flexibility in manufacturing.
• Developed programs for incredible headcount growth and corresponding training/development issues.
• Reduced employee turnover from 42 to 12 through innovative recruitment and retention programs.
• Instrumental in taking culture to "next level" in quality with active team environment through employee involvement.
• Managed people side of due diligence in company s acquisition of robotic handling company. Included absorbing organization into new company with culture change, compensation, benefits and organization redesign.