Jim Kenyon Email and Phone Number

Kirtland Capital Partners is a Cleveland, Ohio-based private equity fund that has been investing in lower middle-market companies for nearly 40 years.

B.T.F. Provides Executive Talent Management sourcing and Human Capital consulting for the Private Equity Middle Market. Clients utilize us to source pre-qualified candidates leveraging my expertise and results in high-performing, high expectation companies like Danaher, Honeywell, and Private Equity Portfolio Companies. Better Talent Faster

Responsible for all human resources strategy and execution across the $1B+ enterprise. Reported to the CEO, served as member of the executive committee and managed 14 corporate, plant and distribution center human resources professionals. • Restructured Human Resources team to align with and support key priorities of the business leading to significant talent upgrades (5X), significant compensation and benefits related savings ($1M)• Reduced turnover by 20% implementing a fundamental data driven structure for developing and compensating manufacturing employees.• Implemented an organizational redesign of sales and distribution that increased sales by 3X vs market.• Top graded executive leadership through the strategic staffing of new CFO, SVP of Sales, VP/GM Canada, VP of Business Development, General Counsel and initiated first Product Management organization leading to an EBITDA improvement of 10%.• Implemented foundational approach linking performance to shareholder value through performance management, compensation as well as increasing the high potential talent by 5X.• Designed and implemented a non-Executive equity program to retain and reward key employees ( reduced turnover by 20%)

Global human resources responsibility for the Water Management Platform that includes Zurn, an industry leading manufacturer of engineered water solutions for the commercial, municipal, and industrial markets. Zurn products are sold through independent distribution to specifiers, architects and building owners for new construction and retrofit applications.• Led global Rexnord HR team that implemented initial metrics that led to functional performance improvements such as a 25% reduction in Time to Fill as well as initial tie to business strategy.• Led implementation of the company’s first talent review process for the Water Management Platform that identified key gaps to execution of business plan as well as succession risk. Initiated development plans for high potentials to accelerate performance and increased retention rates by 20%.• Led implementation of a new performance management process for the Water Management Platform to stratify performance levels leading to differentiation of investment based on performance and potential.

Lead HR function. Reported to CEO. Global role. Worked with CEO and Board to introduce initial talent management strategy and process. Implement initial succession planning process for senior leadership team. Aligned executive compensation system to align with business performance.

Responsible for the full range of human resource functions for this $750M platform group that markets and manufactures Mechanics Hand Tools, Truck and On Site storage boxes and industrial fasteners. Reported to the Group Executive and supported 5000 associates (50% in the US and 50% in China/Asia) including 5 US manufacturing sites, a major distribution center, and 1 commercial site (Product and Channel marketing, Business Development, R&D, Sales and Admin). Also responsible for China manufacturing sites, a commercial office, R&D and a manufacturing and commercial office in Taiwan.• Increased high potential talent from 30 associates to 90 associates over 3 year period through topgrading and targeted succession planning.• Reduced time to fill open positions from 120 days to 87 days through process improvements and metrics over 2 year period. (approximately 80 positions annually).• Led annual organization assessment process in conjunction with strategic plan leading to a channel focused sales organization restructuring in China, manufacturing plant rationalizations, Product Development restructuring, and a Global Environmental and Safety organization.• Developed DBS/Lean Immersion process that integrated new hires into DBS culture and key businesses processes through numerous kaizen events and mentoring. • Increased internal fill rate for senior management from less than 50% to 87% through targeted succession planning, execution of talent development plans, and an increased high potential pool over 2 year period.• Led labor negotiations resulting in wage increase of less than 1% annually, increased health insurance contributions, and work rule changes to support DBS/Lean methodology while averting strike and beating annual budget by $300K.• Decreased China turnover from 15% to less than 10% through exit interview root cause analysis, implementation of talent planning process, and targeted retention program for high potentials.