Member of executive team and leader of global Human Resources, Communications, Facilities, Labor, and Environmental, Health & Safety, and Security. Chief Human Resources Officer of the $11 billion new Tenneco with 50,000 employees in 36 countries. Collaborated with CEO and executive team to formulate strategy and operating plan to separate Tenneco into two independent public companies (subsequently delayed due to end market conditions) and simultaneous integration of the $5 billion powertrain business from the acquisition of Federal-Mogul.  Lead role in establishing and communicating “One Tenneco” culture, policies, and procedures for new entity.  Designed and gained board approval for annual incentive plan aligned with new company’s strategy and compensation philosophy.  Led strategies to significantly de-risk pension obligations and reduce retirement healthcare liabilities (OPEB).

Delivered positive and lasting results in the areas of culture change, employee and labor relations, executive coaching and talent development, and M&A due diligence, communication, and integration.

Member of executive team leading Human Resources, Communications (internal and external, including Marketing Communications and Government Affairs), global facilities, and Dana Operating Systems (lean management), and Environmental, Health and Safety. Led team of 12 direct and 275 indirect employees managing annual budget of $25 million. Partnered with and provided coaching and counseling to first-time CEO to create and lead a high-performance culture transformation throughout Dana.  Stabilized HR organization following bankruptcy, re-establishing in-house function.

Accountable for public relations, communications, corporate image, restructuring, and consolidation of talent.  Selected by CEO to reverse intensely negative community reaction to announced relocation/integration of Navistar’s world headquarters and product development campus, working with the community, political, and business leaders to gain overwhelming support and secured $65 million of state incentives.

Appointed by CEO to manage P&L and reorganize this $1.5 billion business with 75 locations.  Successfully executed Navistar’s strategy to sell company-owned dealerships, halting cash drain. Sold 25 locations with annual sales of $500 million and identified buyers for nearly all remaining dealerships during economic downturn.

Executive staff member reporting to the CEO, leading all HR generalist activities within operations, including employee relations and labor, healthcare, safety, security, employee and organizational development, and succession planning.  Lead strategist and chief negotiator for groundbreaking main labor (UAW/nine location) contract negotiations that met or exceeded all operational and cost targets, achieving savings of $200 million over the three-year contract term.

Company officer reporting to the CEO; recruited to institute world class HR processes, culture change, and develop a cohesive executive team. Led the development of company’s five-year Strategic Plan; presented and gained immediate Board approval to establish company’s direction and priorities.

Reported to Truck Group President (position); annual sales of $6.0B with 10,000 employees.Responsible for leading 12 direct reports. Realigned Human Resources to ensure greater linkage to business strategies and initiated a shared service approach to ensure needs of internal customers were being met. Also resulted in elimination of two positions while improving service.

Reported to Engine Group President; annual sales of $2.5B with 4,500 employees.Successfully integrated major acquisition of South America engine manufacturer; assessed and developed key talent. Developed and implemented union avoidance strategies; led to opening Engine Group's first competitive, non-union manufacturing facility which was instrumental in ensuring a balanced competitive framework for future negotiations.

Global privately held designer (Bosch; 375,000 employees worldwide) marketer and manufacturer of Braking Systems for OEM and Aftermarket for the Americas. Human Resources Manager for turnaround opportunity at Allied Signal's Johnson City, Tennessee manufacturing facility; July 1995 to August 1996. Successful in working closely with union leadership (and all employees) to foster a highly collaborative, successful, and results-driven culture.Director, Human Resources for Bosch Braking Systems in South Bend, Indiana; August 1996 to October 1998. Human Resources leader for two business units (and for the 800 employee South Bend office and product development complex) to ensure consistency and cohesion across eight facilities. Initiated processes to assess and upgrade talent. Successfully led division's integration from North American centric, publicly traded Allied Signal to global, privately held-Bosch.

Global diversified industrial and service designer, marketer and manufacturing company which underwent LBO in 1986; spin-off BorgWarner Automotive produces power transmission & engine components serving OEM's and Aftermarket.Human Resources Manager responsible for all aspects of Human Resources for the start-up of a new facility. Reporting to the President, member of leadership team to develop product, customer and growth strategies. Successful in establishing and communicating overall culture and goals for this high growth facility. Successfully integrated one acquisition.

Developmental assignment, led team of 36 Millwrights and plant utility personnel. Number 1 priority was to support production by ensuring the machinery was running. Developed a comprehensive Preventative Maintenance Program which successfully reduced unplanned machine stoppage. Worked with Millwrights to significantly improve their efficiency and effectiveness: developed better tool/resource availability to reduce wait time and instituted detailed cross training to enable better coverage.

Led all Safety and Health activities for this 1000 employee complex which included an R & D facility. Reports included nurses, doctor, fire protection supervisor, and Security team. Instituted multiple, high-impact safety programs and established a "Safety First" mindset resulting in year over year, lower incidence rates and lower costs. Developed and incorporated a comprehensive Wellness Program which was adopted by rest of company.

Ensured safe conditions and practices (by way of on-site inspections and consultations) for 20 manufacturing, chemical and R&D facilities in the US and Canada.