PROFESSIONAL EXPERIENCE
MAGNA POWERTRAIN OF AMERICA, Inc., Troy, MI March 2008 - Present
Magna Powertrain (MPT), a $4B division of Toronto-based Magna International, is a global tier 1 automotive supplier of powertrain components and systems for automobiles and light trucks.
Group Manager ˇV Human Resources June 2009 - Present
Member of Corporate MPT HR Team in Troy, MI, responsible for regional and global strategic HR initiatives.
> Project Leader for roll-out of newly developed global performance management process & development of web-based system application (StepStone); System has now been adopted by Magna International
> Co-leader of new Global Leadership Review / Succession Planning Process ˇV MPT provided guidance for other Magna Groups
> Serve as a member on Magna Internationalˇ¦s People Development & Training Council
> Led Group relocation of Engineering Team from Syracuse, NY to Troy, MI in 2009, introduced Buyer Value Option (BVO) with initial savings of $200-300K
Director of Human Resources March 2008 - June 2009
Sr. HR position for New Process Gear (NPG), Syracuse, NY with 1,600 associates (was 2,800 in March ˇ¦08) including product engineering, program management, purchasing, and manufacturing. NPG designs and manufactures transfer cases for 4WD/AWD trucks & SUVs. Served as key member of the Sr. Management Team; Responsible for labor relations (UAW), training, compensation, staffing, and driving cultural change initiatives. TS-16949 certified
> Key objectives included improved labor relations, supporting lean manufacturing culture, comprehensive training agenda, pay-for-performance culture, and performance management
> Hourly UAW - Implemented alternative shifts, reduced Union grievance load while pushing strong management agenda throughout the floor, improved joint Mgt./UAW leadership dialog, outsourcing initiatives including janitorial / general maintenance savings of $1M+/year
> Salaried Colleagues & UAW - navigated through significant headcount reductions, improved SMART incentive program, addressed performance improvement and escalation through progressive discipline steps for both salaried (& hourly) union employees, launched a successful retention program for key talent, boosted training delivery from near zero to 2,000 hrs/mo., rolled-out new performance management process
ENERGY CONVERSION DEVICES, INC. (NASDAQ: ENER), Rochester Hills, MI May 2006 - November 2007
ECD Ovonic is a high tech R&D company in alternative energy, computer memory technologies, production technology/machine building, and manufactures photovoltaic materials (United Solar Ovonic). The company has 1,300 associates with R&D centers and plants in Michigan and Mexico.
Director of Organizational Development
HR leadership role for combined ECD & United Solar Ovonic organizations; Responsible for Total Rewards across the ECD/USO enterprise: compensation, benefits, policies, training, performance management, & cultural initiatives.
> Key first year objectives included standardizing policies, compensation & benefits across both organizations; rolling-out comprehensive leadership development tools; and training to prepare management team for rapid growth to $1 billion annual sales within 3-4 years
> Introduced wellness-based Healthcare approach; new program in 2006 (Healthy Blue Living) averted a 10% cost increase with 10% decrease (20% overall reduction); 2007-08 held company health costs to 1% increase
> Heavily involved with the development of new equity-based stock plan, long-term incentive program, and executive severance program
Corporate Director of Human Resources
Sr. HR position for ECD; Reported to the COO and interacted with the Office of the Chairman & Board of Directors Compensation Committee; Served as advisor to the Sr. Management Team and two joint ventures regarding staffing, performance, training & other HR issues.
> Facilitated cultural change to results-based culture with new performance management review process, new compensation & development structure (career bands) and new policy handbook
> Established internal/external compensation analysis; Negotiated new Model Shop Agreement (IAM); Changed 401(k) vendor
> Key player in 2007 restructuring and workforce reduction with organization placing heavier emphasis on the solar business
EAGLEPICHER, INC., Wolverine Advanced Materials, Inkster, MI August 2004 - April 2006
EP, headquartered in Phoenix, Arizona, is a diversified manufacturer of advanced technology and industrial products for space, defense, automotive, medical, filtration, pharmaceutical, and commercial applications worldwide. The company has 4,200 associates and operates more than 30 plants in the U.S., Canada, Mexico, Korea, and Germany.
Divisional Director of Human Resources
Sr. HR position for Wolverine Division with 600 associates including divisional office, 3 U.S. plant locations (both UAW & non-union), operations in Germany, sales office in Japan, and start-up operations in China. Wolverine division produces rubber-coated steel & gasket material for the automotive & compressor industries. TS-16949 certified
> Served as advisor to the Divisional President regarding staffing, performance, training & other HR issues. Oversaw plant HR activities; Involved with strategic planning processes: Leadership Resource Review (LRR) and Annual Operating Plan (AOP)
> Helped drive expectations from status quo to a results-oriented culture through performance management and leadership skills training, improved communications at all levels, and created a competency-based compensation structure
> Implemented "pay-as-you-go" vacation policy that led to one-time EBITDA gain of $700,000 & on-going savings
> Improved employee and labor relations; Implemented 24/7 operations in non-union plant with minimal issues; Revamped quality leadership; Improved working relationship with Union (UAW) through improved dialog and ensuring management delivered on commitments
LETICA CORPORATION, Rochester, MI May 2000 - July 2004
Manufacturer of plastic and paper packaging; Largest U.S. producer of 1 to 7 gallon plastic containers and produces customized drink cups for the restaurant industry; All non-union facilities; Privately-held.
Corporate Director of Human Resources
Responsible for all HR functions for 2,300 associates at the corporate office, technical center, 13 plant locations, and trucking fleet; Managed a staff of 6 associates and 13 plant HR managers; Top HR leader responsible for all facets of the human resources function.
> Facilitated major restructuring of Senior Management Team; Vision led to key hires from automotive sector & adoption of ˇ§automotiveˇ¨ quality & manufacturing initiatives; Assisted in shift of management style to more progressive approach
> Improved HR administration and service to organization. Completed several standardization efforts; Conducted corporate-wide HR Mgt. training (3 years); Improved administration of 401K & medical; Revamped performance review process; Implemented new hourly handbook; HR policy guidelines published for the first time; Plant turnover down by 50% from 2000 to 2003
> Effectively reduced workerˇ¦s compensation costs and provided greater control over case management; Changed workers' compensation administrator; Developed quality metrics to drive improvements; Implemented quarterly claims review meetings; Reduced workerˇ¦s comp costs by 60% and maintained lower cost levels for past 24 months; Six plants achieved "1,000 days of safety"
ROBERT BOSCH CORPORATION, Automotive Group, Farmington Hills, MI March 1998 - May 2000
One of the worldˇ¦s largest international automotive suppliers; Products include braking systems, safety systems/airbag technology, body electronics and actuators, engine and drivetrain management, starters and alternators, lighting systems, small motors, and fuel related components; QS9000 certified.
Manager - Human Resources
Responsible for staffing/recruiting, university programs, international activities, transfers/relocations, EEO/affirmative action, and associate relations/performance issues for over 1,000 associates at 8 Southeast Michigan R&D sites; Assisted with executive level recruiting efforts; Managed a staff of 5 associates
> Revamped hiring process including new offer letter/package, associate referral award policy, standard contingency terms & conditions, recruitment display & brochures, recruiting plan, and procedure; Prepared comprehensive '99 yr end analysis of effective resources, tools, & venues resulting in refocused activities for ˇ¦00 plan year (including web-based resume management system)
> Responsible for visiting HR functions at all smaller Southeast Michigan sites; Key point person for group relocation of 90 associates from Chicago to Detroit
> Served as primary HR liaison as Bosch was spinning off the automotive lighting group into a joint venture with Magnetti Morelli; hired several key management members during production launches of 5 new headlamp programs; assisted with assimilation of two corporate cultures and practices
VALEO CLIMATE CONTROL CORPORATION, Auburn Hills, MI May 1996 - March 1998
International French-based automotive supplier; During time of employment, the engine cooling & climate control divisions merged into Valeo Thermal Systems; Assignment included assimilation of policies and practices; QS9000 certified.
Human Resources Manager
Handled multi-site responsibilities (4 locations, 250 employees) during transition into new R&D Technical Center; Responsible for all site HR activities including recruitment, training, benefits administration, succession planning, manpower budgeting, and policy & compensation. Managed a staff of 5 associates
> Enhanced HR operations: Constructed & implemented compensation structure; Completed draft of new policy handbook; Implemented new job descriptions & training plan for QS9000 implementation; Involved in plan design for new corporate-wide benefits program & responsible for site implementation
> Managed site merger of two divisions into one and the transition of 4 locations into new central site including relocation project from NY to Michigan
> Heavily involved with reinitiating corporate 5 Core Strategies (similar to Toyota Production System)
DETROIT DIESEL CORPORATION (PENSKE CORP.), Detroit, MI January 1989 - May 1996
Manufacturer of heavy diesel engines for on-highway, bus, marine, construction, & generator markets; ISO 9000 Certified
Project Manager, Disability Management (Special Project) 1996
Responsible for analyzing current disability leave procedures and proposing changes to aid efficiency and lower costs; facilitated cross-functional project team
Industrial Relations Representative 1993 - 96
Area of responsibility included 4 General Superintendents, 10 Superintendents, 40 supervisors, and over 800 hourly employees encompassing assembly, inspection, machining, materials, and testing operations. Effectively worked with all levels of management to resolve contract, productivity, & new technology issues
> Participated in 1994 UAW collective bargaining negotiations. Created labor costing model for $150 million/year contract; Proposed assembly classification changes resulting in annual savings of $400 thousand/year
> Facilitated an informal process for multiple staffs (Medical, Benefits, Ergonomics, Labor Relations) to collectively resolve worker's compensation and sickness & accident issues
> Attendance Control Project (1995-96) - Responsible for the evaluation and modification of existing attendance system, analyses, and systems requirements; Efforts led to pin-pointed efforts to improve uncontrolled absenteeism
Policy & Compensation Specialist/Representative 1990 - 93
> Proposed and implemented the conversion of the compensation administration from a spreadsheet application into an automated program within the HRIS system
> Restructured affirmative action statistical data into a comprehensive Lotus program; Served as Key Participant in a U.S. Department of Labor OFCCP onsite review
> Assisted in the implementation of new corporate job coding / compensation structure
Training Program (HRIS, Salaried Personnel, Public Affairs, Hourly Personnel, Industrial Relations) 1989 - 90
> Worked on an implementation team to replace General Motors system support to a new personnel/benefit/ payroll system based on Genesys HRM Software
> Participated in DDC's first (non-General Motors) national collective bargaining negotiations; Researched union/management issues; Performed cost analyses on several issues including pensions, supplemental unemployment benefits, health care and two-tier cost savings
EDUCATION
UNIVERSITY OF ALABAMA, Tuscaloosa, AL
Master of Arts, Political Science (International, Comparative, & American Politics) December 1988
Bachelor of Science, Mineral Engineering (Petroleum Option) May 1986
MEMBERSHIPS / AFFILIATIONS
St. Mary of the Hills, Rochester Hills, Parish Council President, & Finance Commission Member 2005 - 2009
Blue Cross Blue Shield of Michigan, National Accounts Advisory Panel 2003 - 2004
Society of Human Resources Management (SHRM) 1999 - Present
Human Resources Association of Greater Detroit 1999 - Present
Revised: 7 May 2011 |
