Clients and roles have been a mix of serial and concurrent, including:• Attenditus -- HR Strategic Advisor - Advising as de facto EVP and CHRO for very large scale yet-to-be-funded start-up in the digital out-of-home advertising space. (2009 - present)• [Confidential tech start-up] Strategic HR advisor (1/17-Present)• AALRR -- 250 attorney law firm. Consulting/Interim part-time HR Director. Reorganized administrative functions, led recruitment for Dir HR & Admin. (7/17-5/18)• L.A. Care Health Plan - 2000 employee not-for-profit health insurer. Facilitated Strategic Planning session for HR team (10/16) and later (2/17) assessed internal customer service delivery issues and recommended changes. • Simms Restaurant Group (2/16-8/16) -- Evaluated HR-related policies, practices, and compliance for fast-growing, 10-unit restaurant enterprise.• Wright Ford Young & Co. (6/13 – 9/13) - a 65 person CPA firm. HR Review & audit. Overhauled internal processes & Handbook.• WKS – (6/12 – 7/13) an 82-store restaurant franchisee with 2500 employees in seven states, in business for 25 years, and growing rapidly by acquisition. Served as VPHR and advisor to CEO on all aspects of human resources and leadership. Integrated purchase of 11 restaurants. Updated Handbooks and responded to employee litigation. Converted WC to PEO, saving $600K. Implemented WOTC process which generated >$200K in tax credits. Supported recruiting for Corp HQ (HR, Acctg, IT). • em2ci (1/10 – 2/12) and Get Ahead Learning (2/12 – 5/12), pre-revenue, true start-up companies in the e-commerce and distribution space, and online K-12 supplemental education, respectively. In both, I worked closely with the CEO and other senior execs to get the business plan assembled and then with investor groups to secure initial funding. Recruited senior execs. Developed baseline HR capability by selecting and then outsourcing payroll, benefits, and HR administration to staffing companies and PE

Have taught multiple sections HRM 445, Compensation, and HRM 652, Seminar in HRM, for MBA students

Have taught multiple sections of HR Strategy (500), Talent Management (520), Total Rewards (525), and Employee Relations (535) in the MS HRM degree program for Bovard College, USC.

Privately held manufacturer of specialty pipe and components for water wells and water treatment facilities, with operations in seven states. Newly created role to revamp management team and enable aggressive growth.

VPHR (CHRO/CPO) with global responsibility (US, Canada, Sweden, Serbia, Israel, Korea).. Empahisis on recruiting and M&A integration to enable growth.* Brought recruiting in-house; made>150 hires and reduced cost per hire from ~20% to < 10%.* Renewed Health & Welfare Benefits plans, enhancing the plans while reducing cost by ~$250k* Overhauled Sales Compensation plan to reward hunters rather than farmers.

VPHR for $1.8B privately held, Chinese-owned e-commerce co. with 900 employees in three states and other 650 employees in Greater China. Emphasis on creating infrastructure, building the executive team, and enabling gowth.* Hired as company's first ever VPHR to build HR capability and recruit sr execs in preparation for an IPO.* Renewed Health & Welfare benefits in first month on the job, reducing costs and employee dissatisfaction.* Overhauled company's comp and performance management systems to create more market competitive and equitable processes.

$450 global software developer with 3500 employees in 17 countries (1400 in US). Emphasis was on creating infrastructure, recruiting, and enabling growth. Global staff of 28. As Chief Human Resources Officer (CHRO):• Rebuilt and strengthened the HR team by selection and hiring of five key staff.• Health & Welfare Benefits renewals held to 3% cost growth with industry average was 9-11%.• Substantially increased recruiting effectiveness; increased quality of applicants and hires, reduced cost/hire to $2900 (781 hires in 2005), and time-to-fill from > 90 days to 54 days.• Due diligence and successful integration of five acquisitions, including international.

Solectron is a $12 Billion, Fortune 500 electronics contract manufacturer with more than 60 sites and 70,000 employees worldwide. CAGR >40% year thru 2000. Two time Baldrige Award winner. I’ve had several roles, with responsibility for various client groups including global responsibility in Europe, Asia and the Americas. Reported to Region President (essentially as the CHRO for the BU), and to Corporate VPHR.* Designed and implemented a global HR Shared Services capability with the initial focus on baselining performance and initial design of service delivery model and platform, with a goal of improved service coupled with a 30-50% cost reduction over the next 2-3 years.* Served as HR lead in international acquisition due diligence and/or business integration teams in the US, Canada, Brazil, Europe, and Asia (C-MAC, NEC, Motorola, IBM, Shinei). Integrated newly acquired sites and businesses into Solectron, managing communications and cultural integration.

Variety of strategic and tactical assignments in management and HR consulting, including interim assignments, ongoing and project consulting, and executive search. Clients varied widely by size and industry, and included: Applied Medical Resources, Blue Cross of Washington & Alaska, CitiNational Bank, PairGain Technologies, Panda Management, Pitney Bowes Management Services, Sempra Energy, Symbol Technologies, Unical Aviation, and several others. Also part-time adjunct instructor in School of Business at Cal State Long Beach.

$5 billion wholesale distributor of computer hardware and software; 1600 employees.Vice President, Human ResourcesManaged HR and Facilities / Office Services departments with an annual expense budget of $4 million and staff of 24. Provided HR support for U.S. and corporate staffs. Emphasis on upgrading the departments and reducing cost. Reported to President.* Managed company-wide downsizing without business disruption or litigation* Reduced staff in both departments, cut expense budget by $600K.* Reduced overall company cost of health insurance by over $900K through reduction in excess reserves, changes in plan design, and improved claims experience

$300 million business law firm with twelve offices in the U.S. and 1600 employees. Hired as Firm's first Human Resources executive (effectively VPHR). Emphasis on forming department and function, developing infrastructure, and reducing cost. Reported to Executive Director.* Reduced Workers Comp insurance premium by $285K through negotiation.* Developed compensation structure, new performance appraisal process.* Redesigned benefits open enrollment process and documentation; initiated overhaul of retirement plans to lower costs and expand investment options.

$345 million, 2300 employee co. designs and manufactures bar code reading equipment, hand-held computers, and RF data communications products.Director, Human Resources and Administrative ServicesMulti-function responsibilities, including TQM implementation. Staff of 17. Reported to President.Human Resources* Restructured Division to right-size and lower costs; later relocated two divisions –without a single lawsuit or administrative complaint, nor any business disruption.* Reduced Workers Compensation experience mod from 1.1 to .72, saving more than $100K per year in premium costs.Administrative ServicesOverview management of Facilities, Security, and Maintenance and Office Services for campus of three buildings totaling 179,000 s.f.Quality Improvement Process* Created and directed Division's quality process for the first two years.* Reduced defect rate from 10% to 2%; cost of quality from 16% to 12%.

Mgr Staffing -- Rockwell Semiconductor Products Division; 1984 – 1986 (2 years)HR Manager -- Getty Synthetic Fuels < Getty Oil; 1980 – 1984 (4 years)

#2 HR role in Crude Oil & Natural Gas Supply Division.

Getty Synthetic Fuels, a wholly-owned subsidiary of Getty Oil, extracting landfill methane.

Sgt. (E5) Squad leader in an infantry co., 2bn, 23rd Marines.