Kai Phillips, Mba Email & Phone Number

Reno, Nv, Us

Walnut Creek, California, Us

• Led Talent Acquisition, Business/People Partner, and People Operations teams for Catalight’s Family of Companies (FoC) which includes Catalight, Catalight Care Services, Easterseals Hawaii, Easterseals NorCal, and Xolv Technology Solutions• Revamped hiring and approval value streams resulting in a reduction of TA’s ‘Time to Fill’ metric from 66.2 days to a low of 19.2 days and hire per recruiter increase from 12 to 50 annually which included clinical/advanced roles• Facilitated a 14% reduction in annualized turnover• Launched Performance, Advanced Compensation, and Finance SKUs in Workday• Reduced People Service desk ticket queue from an average of 750 open tickets at any given time to ~175 along with a reduction of 70 days in average unresolved ticket time for advanced/escalated ticket types• Successfully transitioned the Family of Company’s technology non-profit entity into a C-Corporation• Automated reporting and dashboard creation saving the company an estimated 1,500 total hours of previously lost productivity from meetings and report generation which equated to over $150,000 in meeting cost alone• Revamped onboarding processes resulting in a reduction of 50% time to onboard for clinical roles along with cutting average Workday hiring approval flows from a total of 14 days to 5 days• Transitioned several companies to a bi-weekly payroll schedule from a semi-monthly cadence to align all companies on one singular pay schedule cutting payroll runs and processing tasks in half• Increased customer satisfaction of all shared services on a 5.0 scale for People Operations (3.94), People Partners (3.94) and Talent Acquisition (3.97) to 4.17, 4.19, and 4.08, respectively, setting new customer satisfaction records for each shared service

• Conducted a thorough needs analysis and implemented multiple new standard operating procedures, policies, and controls to address current and past compliance deficiencies including full HR responsibility for U.S., Canadian, and U.K. entities • Redesigned and launched multiple benefits programs including 401(k) Plan, Time Off Policy, Holidays, numerous Supplemental Benefits, and Leaves (Maternity, Paternity, and Adoption) creating a strong focus on employee well-being and inclusive offerings based on multiple methods of employee feedback. Renegotiation process resulted in an estimated $2M+ cost savings• Drove multiple workforce reorganization and optimization strategies including two reductions in force (RIFs) totaling nearly 20% of the company workforce in the span of 40 days. Estimated cost savings from wages and efficiencies totaled $15M+ for the next fiscal year • Through employee feedback and action, oversaw the improvement of our Employee Net Promoter Score eNPS from 18 (pre-employment) to 37 after implementing multiple people strategies• Responsible for driving HCM implementation to shorten estimated completion time and reduce cost while onboarding an additional 1,258 employees over 8 months

Irvine, Ca, Us

• Supported Supply Chain, Logistics, CapEx, and Sustainability. Led company in all engagement metrics with an engagement index of 96% across all functions• Implemented global people strategies for turnover with a company turnover of 5.15% while adding 2,571 employees over that same period during Rivian’s IPO.• Led People Team efforts and established Rivian México, S. de R.L. de C.V to hire first employees in Latin America while partnering with Legal, PMO, Talent Acquisition, Compensation, and Benefits• Partnered with the Head of Labor Relations in the development and implementation of a Rapid Response Team for company union avoidance efforts• Tested and drove new Talent Assessment, Compensation Review and Promotions program through Workday (HRIS) for Supply Chain and Logistics • Instrumental in introducing and rolling out Manager Essentials (new manager) training for specific departments and a Manager Toolkit for a one-step shop for all leaders

Bentonville, Arkansas, Us

• Created and piloted a two-day and “first 90” onboarding program spanning multiple departments and stakeholders which increased production of new hires in weeks 1 through 4 learning curves from 84% to goal to 104% to goal and reduced first-week new hire turnover from 13% to 5%• Developed and launched quarterly review process for all hourly associates in Specialty/HVFC network nationwide• Instituted a building and network first ‘Diversity and Inclusion’ panel responsible for engagement and associate experience while building out data collection efforts for existing and exiting associates resulting in the following metrics in our test building:o Building eNPS measured at a +1 (beating the Supply Chain’s goal of moving from -5 to 0)o Leading the network in engagement participation at 97% while the network averaged 76%o Improved overall weekly turnover from 5.44% to 2.37%• Built and streamlined attendance workflows saving the nationwide Specialty/HVFC network nearly 5,000 hours of manual labor over the course of one year• Responsible for overseeing the nearly tripling of hourly building headcount from 400 to 1,200 associates and the doubling of salaried manager headcount in Reno market• Collaborated with network leaders in HR and Operations to migrate the HVFC/Specialty network to a completely new HRIS (incl. time, pay, performance) helping reduce and streamline some of the 1,200+ HR systems/programs used at Walmart • Supported up to 7 sites across the United States for site launches, new manager onboarding, network initiatives and alignment, and program kick-offs and maintenance

Sheridan, Wyoming, Us

• Reduced expenditures by over $3.2 million annually: o $500,000+ by reducing overall company overtime hours worked an average of 60% through workforce planning strategies and management training o $500,000+ through contract and service renegotiation and review o $1,500,000+ in workforce/personnel reorganizations and readjustments o $180,000+ in business unit reorganization and consolidation o $600,000+ in annual benefits spend by renegotiation, sourcing, and retooling of existing benefits• Developed and implemented business process mapping and automation solutions for all company departments• Positively impacted nearly all People by completely revamping employee on-boarding, creating action plans based on employee feedback, and increasing manager engagement around employee issues, concerns, and suggestions: o Quadrupled company's employee satisfaction score (initial eNPS upon my hire was in the single digits and ending eNPS was 42) o Facilitated a 14% decrease in employee turnover o Created recruiting and interviewing strategies to increase total workforce population hiring roughly 90 new employees during my tenure• Sourced and/or implemented new company benefits while managing existing benefits• Led job/task analyzation to complete new job descriptions and packets for all company positions to clearly define goals, expectations, and align each position with overarching company objectives • Institute continuous and formal quarterly performance management• Digitized all employee records creating a 'paperless HR' while maintaining HIPAA compliance• Completed all mandatory regulatory and informational filings while maintaining compliance of company’s employee sponsorship (visa) programs and occupational health and safety requirements (OSHA)

Tustin, Ca, Us

Master Of Business Administration - Mba, Business Administration And Management, General

Bachelor Of Business Administration (B.B.A.), Management

Associate Of Arts - Aa, Business Administration And Management, General