HRPS is a rapidly growing consulting firm supporting businesses and individual clients both regionally and nationally. The Firm positions itself as the “CEO’s HR Advisor” and focuses on people and organizational leadership development, executive coaching, team and capability building, culture building and assessment, employee and labor/union relations, talent acquisition and assessment, mergers and acquisition risk mitigation, people and organization planning, and tactical HR practices. It serves as the most comprehensive HR consulting and fractional CHRO/CAO services firm in the tristate area.

Serve as Chief Human Resources Officer, in addition to responsibilities overseeing Information Technology, Office Services, Community and Public Relations, Corporate Communications, Security, Grounds and Housekeeping/Janitorial

Reporting directly to the CEO and dotted line to the Board Compensation and Management Development Committee Chairman, I serve as the senior functional and executive business leader for the third-largest ice cream company in North America with sales of $1.2B and 2,700 employees located throughout the United States. Wells is a privately-held, family-owned company that has significant national presence in retail, food service, street vending, convenience, and institutional channels serving packaged and novelty items across multiple brands and licenses, and just celebrated its centennial anniversary in 2013. Direct a staff of 75 professionals supporting HR strategy and activities, office services, and support staff. During my tenure, we have redefined the HR function, transforming it from an administrative function to a strategic business partner, prioritized the people initiatives and placed them on the executive and Board agenda, upgraded talent in the function, and addressed key business issues that were negatively impacting business growth and performance.

Reporting to the CEO, I served as the senior functional and executive business leader for the affiliated companies of the Honickman Group, one of the largest independent bottlers and distributors of Pepsi and Canada Dry products, as well as other malt and non-alcoholic beverages, in the US. The business is comprised of thirteen separate legal entities with $2B in sales and 5,000 employees spread across 32 locations in eight Mid-Atlantic States. Direct a staff of 41 professionals supporting HR strategy and activities, safety and security, and risk management. During my tenure, we have overhauled the HR function, transforming it from an administrative “back-office” entity to a strategic business partner, prioritized the people initiatives and placed them on the executive agenda, upgraded talent in the function, addressed key business issues that were negatively impacting business growth and performance, and redefined the safety and risk management initiatives.

Served as functional and business leader for the Americas Business Leadership Team with $550M in sales, nine sites and 1,200 employees encompassing seven countries from Canada to Argentina. Report into the Americas Senior Vice President and dotted line to the Global HR Vice President in The Netherlands. During my tenure, we had restructured the entire business, and integrated work out and lean processes to redefine how we operate and go to market, and led the transformation of a complicated business model with significantly larger cost structure than peer companies in the industry to a lean, agile organization resulting in positive revenue and profit growth.

Provided HR Leadership and direction for “growth” businesses and acquisition activity for GE Engine Services, as well as served as functional leader and business partner for eight aircraft engine component repair manufacturing and administrative sites with 1,000 non-union employees and revenue of $300M in US and Mexico. Managed both the growth and contraction of business volume over a three-year period, increasing headcount by 15% in 1999, and reducing by 35% in the following two years. I served on the Honeywell Integration Team as the HRM representing Engine Services. Worked with a team of twelve business and human resources leaders in both identifying synergy opportunities and developing implementation plans for integrating the GE and HON Aerospace businesses.In addition, we redefined the business structure to address poor performance regarding customer commit dates (implemented new production control organization in each SBU reporting to customer satisfaction manager) and redesigned the customer service team to more proactively partner with key customers to match business capability with customer needs.

Directed a staff of seven Human Resources professionals in the areas of organization design and development, change management, international compensation and benefits, staffing, communications, and labor relations. Served as HR point for Europe, South America, Mexico, and US business teams. In addition, I directed a global staff of three professionals in the areas of the organization development, training and facilitation, compensation/benefits, and incentive plan development and administration for the global organization. Held business point responsibilities as shown above. Highlights include developing a competency-based evaluation and progression process, overhauling the sales incentive and senior management bonus plans, and implementing a needs analysis and discovery process to be used with customers as part of our solution-based go-to-market strategy.

Business and functional responsibility for 800 employees and contractors at Monsanto’s most challenging site. Highlights include chairing a successful pattern-setting contract negotiation with the ICWU, transforming the union-management relationship from adversarial to partnership-based, developing and implementing a site-wide gainsharing program, and co-leading a change management process through installation of a behavioral-based safety program.

Functional responsibility for 1,000+ employees in multiple union and non-union manufacturing, sales, and logistics organizations in Topeka and Council Bluffs, Iowa. Highlights include the successful negotiation at the Company’s largest unionized facility, implementation of employee-directed work teams, management of significant plant reorganization, successful union avoidance campaign at company’s largest logistics facility and direction of five staff employees.

Served as both a front line operations supervisor and a corporate HR generalist at the ReCon Division based in Memphis, TN.