Jennifer Colombo, Mba Email and Phone Number

Consultation on businesses of all sizes. I expertise from human resources, organizational development and operations focused on improvement and turn around to acquire lucrative EBITDA valuation growth

Responsible for over 60 Locations in Retail Sales and Employment Centers servicing 6 counties with over 1200 employees. Overseeing all HR functions as well as Safety and Risk departments and eventually taking marketing. Goodwill wanted an experienced HR professional from for profit organizations to redesign their HR department from the ground up and consult on business operations from a for profit outside perspective. Reporting to C-suite, I lead a total re-organization and put in place several programs to increase revenue, lower costs and develop for growth while building a strategic HR department from the ground up bringing in HR technology, strategic business partners, training, recruiting and eliminating admin roles with technology and process improvement. As a result the company has gone from the red to a positive profit margin, sales have increased by 12%, costs have decreased by 19% in less than 12 months. Reduced HR, Safety and Risk Costs by 1M in first 6 months through Technology, Process Improvement, Eliminations of role, departments, subcontractors and combining positions for relevancy and effectiveness.Reduced Wage Costs across the corporation by $500,000.00 in first 6 months by redesigning the organization for effectiveness using HR strategy, six sigma and lean processes.Lowered turnover by 30% through the addition or revision of several programs, compensation, benefits, performance management, employee engagement, process improvement and management development.Reduced Marketing costs by 1.2M by eliminating sub-contractors, assessing and redesigning effective strategy and metrics. Hiring talented staff focusing on gaps in digital marketing.Increased Employee Engagement by 27% using surveys, events, increased pay to be competitive in retail market, performance management through SMART goals. Staff development and communication strategies.

Home services corporation servicing SW Florida with 7 locations and over 600 employees. Started as HR Director to build the HR organization from the ground implementing an HRIS, ATS, compensation structure, recruitment strategy, benefits management, performance management systems, training programs, talent management and strategic workforce planning. I was then promoted to Vice President responsible for the promotion of heating, cooling, plumbing and electrical home service solutions for existing and potential customers. Responsible for Revenue and Profit Growth while directing the planning and implementation of budgets, sales and marketing, customers, business conditions and competitive practices. Reduced HR costs by $750,000.00 in first 4 months eliminating ADP and building an internal HR departmentGrew Revenue by 22% through the implementation of digital marketing strategy, management development programs, lean programs to cut costs and Organizational Development.Developed Bruno University a training program that teaches the staff to properly diagnose home service repair, customer service and proper sales techniques. As a result, this program increased customer satisfaction scores by 30% on average and restored their BBB status to a A rating. Increased sales numbers by 28% and reduced costs in mis-diagnosing issues by 45%. Decreased turnover by 41% through recruiting strategy, training, employee engagement, process improvement, management development, benefits and competitive compensation.

Director for NE region including 5 states, 1,870 employees, 60% union and over 30 locations. Consultant to management on business issues and organizational development opportunities by developing human capital management strategies that drive business success. I was brought into Schnitzer to help transform their Human Resources team in to a business-focused organization. I provided HR leadership at the regional level and worked as an expert with the global HR team in the design and optimization of HR processes, systems and programs not simply to improve the efficiency of processes within the HR function, but to improve the function’s effectiveness through business results. I also operating as the Labor relations director representing the company in union negotiations not only in the NE region but nationally on several collective bargaining agreements.Developed and implemented succession planning strategy using a compilation of data collection methods from smart goal based quarterly reviews, 360 review process, career development planning and used the 9-box method to determine succession planning with leaders. Implemented Management Trainee program to build future bench strength.Increased productivity in union labor market by 20% through strategic bargaining including the reduction of PTO time, the addition of productivity standards, adding lean processes and effective discipline. Decreased headcount costs by 18% through the re-design of the current management org structure and responsibilities by adding P&L responsibility and financial goals, union bargaining and the addition of outsourcing high cost labor to external vendors.

NW Region Area Manager responsible for partnering, coaching, and influencing three divisions across three states Alaska, Oregon and Washington. Focused on driving business results for over 60 locations and over 1700 union and non-union employees. Key responsibilities included harmonizing and communicating linkage between corporate, region and local business units. Provided strategic leadership, direction and interpretation of compensation, legal, labor and employment policies and processes. Lead the talent management strategy focused on developing individuals/teams to achieve business goals and retain talented leaders. Created a consistent and productive employee experience across multiple locations. Key member of the union negotiating team including contract, arbitration, litigation and grievances. Acted as a peer-coach to members of the management team, addressing employee issues that drive business results. I used my knowledge of employment laws affecting Hertz businesses, both at the operations and management to reduce risk. Major contributor to making a lean culture through HR systems and initiatives. Took over all aspects of recruiting and hiring eliminating all external search firms achieving a six-figure annual recruiting cost savings.Negotiated and settled 26 EEOC claims that were filed prior to my hire. 20 of the cases I had dropped two I settled for less than $2,000.00 and obtained agreement that only 1 of the 25 claimants were returned to their employment.Development and implemented a Management Trainee program to build bench strength and increase retention resulting in a 50% reduction in turnover.

SBP for the 757 Airplane programs in Seattle. Management Consultant determining the impact of human resource processes on business plans. Team member of the Global HR group working for the president of Human Resources for process creation or improvements. Representing business units during the development and implementation of new or revised human resource programs or policies. Labor relations expert working several collective bargaining agreements. With a focus on strategic solutions analysis to further business goals, I also shepherded several process improvement initiatives in this lean manufacturing environment. Besides managing the day to day employee and labor relations for this group, I was on several teams for global HR operations brought in on a special team of outside HR staff to bring seasoned knowledge to this existing HR group that primarily came in through operations.

I lead, managed and directed the operating design and structure of talent management, organizational development, compensation, training, benefits administration, performance, succession planning, employee relations, labor relations and all functions of the HR department. This was a great experience in Labor Relations, Recruiting and Retention. During nearly my entire tenure at Kaiser we were on strike dealing with very volatile unions. I hired 16 replacement workers per day for the first 6 months off site. Turnover was 185% which through retention strategy I could lower to 30% after 10 months with this replacement worker group.

Was promoted to into Human Resources from Customer Service as an assistant and worked my way up through specialist roles to generalist while pursuing my degree. Assisted in creating and implementing Human Resources practices and objectives that will provide employee-oriented, high performance culture that emphasizes empowerment, quality, productivity and standards, goal attainment, and the recruitment and ongoing development of a superior workforce. Provided advice, assistance, and follow-up on company policies, procedures, and documentation in all areas of human resources including but not limited to compensation, benefits, recruiting, hiring, performance management, employee relations, compliance and training.