Brian Boukalik Email & Phone Number

Irving, Texas, United States

Detroit Metropolitan Area

Executive team member leading HR function and internal and external communications• Led transformation workstream to enhance Tenneco’s competitive position following the acquisition by Apollo, identifying employment and structural changes to capture a significant reduction in SG&A expense.• Instrumental in selection and onboarding of new leadership team post buyout. • Developed and deployed a holistic communications strategy to create a shared vision of the company’s future state.• Led process to reevaluate the company’s core values and build performance management and succession planning around associated behaviors. • Structured plan for global HR shared services, designed to improve process efficiency and governance and reduce costs by more than $7 million annually.• Developed and implemented a standardized, global compensation structure, enhancing governance and efficiency of process. • Co-led development of Plant Manager Academy in support of operational excellence strategy for existing and potential plant leaders. • Merged European Works Councils from legacy Federal-Mogul and Tenneco operations, reducing costs and streamlining relationship management.

Southfield, Michigan, United States

Led HR function for all four business operations.▪ Championed and developed diversity program, including the formation of the IDEA Board (Inclusion, Diversity, Equity, and Action), gaining alignment for 2030 goals of one-third each female and minority representation in management.▪ On track toward 2030 goals with a 3-percentage-point increase in gender and ethnic diversity in 2022.▪ Increased Corporate Equality Index score (Human Rights Campaign) from 35% to 65%.▪ Led response and HR plan for COVID-19, ensuring flexibility while establishing consistent global practices.▪ Advanced “One Tenneco” strategy, including establishing the role of country / regional HR leader, identifying synergies, and enhancing talent mobility across the four business units.▪ Developed and deployed a maturity roadmap for HR processes at 200+ sites, decreasing turnover at troubled plants more than 50%.▪ Significantly enhanced organization’s ability to recruit and retain talent in a tight market through social media campaigns, standard interview guidance, compensation review, and robust training, hiring 6,000+ hourly employees in the U.S. in a 12-month period while reducing time to fill by more than 50%.

Grass Lake, Michigan, United States

Led HR function for $7 billion global business. ▪ Led international (non-U.S.) HR integration of the $5 billion acquisition of Federal-Mogul, planned separation into two publicly traded companies, and reintegration of businesses.▪ Proactively managed people issues in preparation for spin, including updating employment agreements, negotiating with European and local works councils and unions, and updating / introducing new benefits. ▪ Developed and deployed a technical career track and global development program for the engineering function, increasing retention in high-growth countries (India, Poland, and China) by +30% and internal promotions by +35%.

Monroe, Michigan, United States

Led HR function for $3 billion global business. ▪ Developed and deployed Capability Planning Process, lifting 10 of the 12 lowest-performing plants out of bottom rank in year two. ▪ Partnered with counterpart in Clean Air to insource Talent Acquisition and Labor Relations, saving more than $5 million in recruiting costs and $500,000 in legal fees in the first year.

Galesburg, Michigan, United States

Led HR function for global Product Lines, Engineering, Marketing, and Sales.▪ Led a global restructuring, cutting number of product lines in half and creating global structure and synergies around sales, marketing, and engineering.▪ Developed and initiated plan to build engineering competencies in India, transferring work from high-cost countries to capture annual savings of $4+ million.

Galesburg, Michigan, United States

Led HR function for $1.5 billion regional business.▪ Upgraded 80% of the HR team in the first 18 months, assembling a team of top performers. ▪ Instituted local-level incentive plan across six plants, improving quality, delivery, and cost performance. ▪ Led “Leaders Teaching Leaders” training program targeting top talent, resulting in 75% of participants promoted within three years

Sarasota, Florida, United States

Led HR function for $300 million regional business.▪ Led conversion to the “all-salaried” concept, where hourly employees were treated like non-exempt salaried employees, increasing engagement and productivity and leading to a decrease in turnover and absenteeism.▪ Implemented business’s first talent management strategy, yielding 15 early-career hires in the technical functions annually to manage the retirement risk.

Cleveland, Ohio, United States

Developed and directed strategy to standardize HR policies and procedures for North America.

Cleveland, Ohio, United States

Supported development of compensation programs for executive population and developed materials for the Board Compensation Committee and Proxy.

Cleveland, Ohio, United States

Performed HR due diligence for 55+ deals, including review of compensation and executive compensation, health and welfare, retirement, and incentive plans, employment terms and conditions, and collective bargaining agreements; facilitated integration for 20+ completed transactions.

Auburn, Indiana, United States

Auburn, Indiana, United States

Managed negotiations and contract implementation with organized labor.

Shawnee, Oklahoma, United States

Hutchinson, Kansas, United States

Bachelor Of Science - Bs, Industrial And Labor Relations

Master Of Business Administration - Mba, Business