Brian Mcmackin Email & Phone Number

Longmont, Colorado, Us

Supported the business in daily operations plus merger and acquisition (M&A) activites for a private equity owned, diversified platform of companies focused on water and wastewater treatment including product, engineering, and construction; 130 employees, $100,000,000 annual revenue. Reporting to CEO.• Integrated five companies into common HR software, benefits plans, and policy and handbook.• Sponsored and drove implementation of HRIS/payroll system in preparation for future growth.• Created talent acquisition function to support current and future business needs.• Supported 50% business growth through people and operational initiatives.

Frederick, Colorado, Us

Drove strategic agenda across business and HR disciplines for multi-state commercial general contractor with private-equity ownership; 220 employees, $160,000,000 annual revenue. HR, finance, IT, and safety/risk responsibility. Reporting to CEO. Direct reports include CFO.• Created talent acquisition function to complement existing HR practices while growing the ability to support business need; fueled nearly 50% growth in headcount in first year to support current and future business requirements yielding 40% business growth in two years. • Established talent/succession management program to identify future leaders and associated development plans.• Designed compensation structure and practice for organization including incentive plan for all roles.• Organized and shaped business review process for operational units.• Developed and deployed comprehensive employee handbook with corresponding policies and procedures.• Advanced employee engagement initiatives including field HR representation, engagement survey with follow up, and inclusive employee engagement committee for organization wide event planning.• Reduced attrition by 20% year over year by hearing and addressing employee concerns.

Englewood, Colorado, Us

Developed global approach to HR and payroll roles and practices for growing construction and services company spread across US, Canada, and UK; 475 employees, $75,000,000 annual service revenue. Responsible for international field operations, risk and compliance, training and development, internal communications, and HR and payroll functions. Developed and prepared organization for acquisition and integration. Reporting to CEO.• Interim COO through transition of ownership.• Established international consistency across people and operational functions.• Created strategic, multi-year benefits plan for US and Canada including implementation of 401(k) and RRSP (Canada), limiting cost increase through plan design, wellness campaigns, and communication strategy.• Drove and implemented integration tasks and framework across legal, financial, HR, technical, and brand functions to prepare people and organization for acquisition and integration into acquiring company.• Developed corporate messaging and voice around employment brand for internal and external audiences.

Tampa, Florida, Us

Magnified HR role and presence as the divisional head of HR for a remote/virtual BPO workforce across U.S. and Canada; up to 7,000 employees, $145,000,000 annual revenue. Concentrated on HR role and vision, organizational structure and processes, compensation, employee retention, and talent acquisition.• Guided development of Business Partner role for field HR Managers, including education, development, and organizational positioning, to build HR brand as strategic thought partners, business collaborators, and consultants while redeploying various responsibilities to build stronger HR presence and strategic relationships. Net savings of $200,000 annually.• Reduced employee attrition by 20 percent over 12 months through improved selection process and increased operational awareness of attrition and the impact of attrition on operational costs, including selection, development, and productivity.• Sponsored creation of divisional compensation structure.• Drove organizational understanding of remote workforce environment and how to best support at-home workers.• Assumed interim role as Director of Talent Acquisition (TA), July 2018-February 2019; 8,000 offers in six-month period across multiple business units.o Developed reporting and department transparency to create operational comfort and confidence in the TA group.o Addressed application and interview process, reworking order of tasks and interview process to reduce candidate fallout and inefficiencies, with projected savings of $500,000 annually.

Denver, Co, Us

Built HR function as first head of HR for medium-sized, privately held supply chain organization; 350 employees, four locations across three states, $125,000,000 annual revenue. Drove development of structure and practices in talent acquisition, compensation, and leadership development while creating the brand of a newly formed function within the organization.• Produced standardized talent acquisition approach, including job posting, screening, interviewing, and offers.• Guided development of employment brand to aid in candidate sourcing.• Created standardized approach to compensation and market pricing for corporate and hourly roles.• Developed leadership development approach for furthering existing leaders.

Atlanta, Georgia, Us

Supported business operations and results through people as a field HR leader; ten locations, 2,000 employees, $400,000,000 annual sales. Focused on appropriate staffing/payroll management, talent and succession management, leadership development, employee engagement, and compensation.• Created operational efficiencies and saved time by developing processes and tools to assist operators with successful delivery of operational expectations including scheduling and staffing of associates, appropriate management of labor costs, and management of time for certain roles. Processes and tools were deployed enterprise-wide across more than 2,000 locations. • Increased bench strength and career development process through consistent talent management approach, achieving 14-day average time to fill for leadership positions by creating and maintaining continuous leadership bench of 10-20 future leaders.• Crafted and facilitated learning programs to support leadership development of first-time supervisors, hourly supervisors, and existing salaried leaders preparing for promotion opportunities.• Strengthened leaders from outside of direct organizational units by creating and maintaining Exposure and Development program for future leaders to provide learning opportunities with organizational leaders, introduction and access to potential supervisors, and cross-functional leadership contact and coaching.

Fort Lauderdale, Florida, Us

Multi-faceted HR leadership supporting corporate and field business operations; 10,000 employees, 400 retail locations, one distribution center, two contact centers, one corporate campus, $1,000,000,000 annual sales. Roles included assignments in talent acquisition, HRIS deployment, change management, internal communications, compensation, employee relations, compliance, and organizational design.• Served as key business analyst during implementation of and transition to SAP ERP for HCM and Finance.• Constructed Change Management assessment matrix to assist the organization in assessing change impact and determine approach and resources needed based on size of change and impact on the affected population.• Guided and managed creation of comprehensive set of HR policies aligning company culture, policies, and practices with state and federal regulations across U.S. Crafted correlating employee handbook reflecting organization and culture.• Directed and deployed intranet across organization, managing and maintaining internal communications standards and output.• Assisted in development of competency structure for customized approach to culture, leadership, and skills.

Supervise up to 18 stores across up to 9 states.

Richfield, Minnesota, Us

Mba, Finance

Bsba, Finance