Michael Lewandowski Email & Phone Number

Maclodio (Bs), Lombardia, It

Provided interim executive Human Resources leadership services (CHRO) that focused on business improvements and turnarounds for the automotive sector. Results included significant improvement in organization design, manpower planning, talent acquisition, total rewards as well as coaching & mentoring. Developed overall Human Resources strategies that resulted in significant cost savings:• Reduced headcount by 35 %, increasing productivity by 25 % and swinging plant EDITDA from – $9 MUSD to + $2 MUSD EBITDA in 12 months.• Restructured plant wage classification system – eliminating more than 100 hourly classifications and introduced variable pay for performance incentive for all employees. Restructured benefit offering to more competitive offering.• Insourced recruiting – eliminating use of 3rd party temporary employment agencies and contingent recruiters for hourly and salaried vacancies – net annual savings $ 500,000 USD.• Improved safety performance – 12 lost time cases (2023) to zero (2024).

Portland, Tennessee, Us

Spearheaded all HR functions (Management Development, Talent Acquisition, Total Rewards, Employee Relations, and Training and EHS) for 11 manufacturing and technical centers in Canada, US and Mexico covering 1300 employees and $500 Million in revenue for a Tier 2 automotive stamping company.• Board of Director reporting responsibilities that focused on compliance, sustainability, EHS and human capital strategic planning activity.• Lead HR Operations that saw the reduction of employee turnover by 30 % through improved testing, screening, and onboarding enhancing retention and organizational stability. Reduced hourly absenteeism by 50% by implementing digital tracking and reporting tools. Lead workforce planning activities that allowed for accurate labor forecasting that minimized fluctuation within the production operations.• Redesigned Talent Acquisition process by insourcing recruiting activities - saving $ 400 000 and the use of creative staffing models that sourced from Mexico using the TN Visa Program and partnering with local community organizations (Hope Center Ministries) that provided alternate sources of available labor.• Implemented leadership development initiatives that created succession planning model that allowed structured discussions and planning around developing internal talent. Created the NASG Leadership Development Model for high potential training and development activities as well as refining hourly development programs that included Press Operations and Tool and Die Maker apprenticeship programs.• Enhanced Community & Employee Engagement through regular leadership communication (CEO letters) and town hall meetings, the use of employee surveys, focus groups and employee recognition programs. Actively partnered with local community groups like Hope Center Ministries and local Chamber of Commerce to enhance local brand and promote regional reputation. Created Diversity Equity and Inclusion initiative.

Winterthur, Zürich, Ch

Senior leader responsible for all HR functions (Talent Management, Talent Acquisition, Labor Relations/Employee Relations, and Training) for 11 manufacturing and technical centers in Canada, US and Mexico covering 2800 employees and $650 Million in revenue.• Key member of senior leadership team in North America and Global Human Resources function• Lead corporate restructuring that reduced Divisional SG&A spending by $2.5 million (25%) through the consolidation and realignment of the corporate functions as well restructuring the Human Resources function• Initiated reengineering of corporate culture through creation of engagement, empowerment and diversity initiatives that strengthened internal communication, corporate social responsibility and employee wellbeing• Developed digitization strategy for HR that introduced Success Factors and ADP to organization and linking it to global digital branding strategy

Nanterre, Île-De-France, Fr

Senior leader responsible for all HR functions (Talent Management, Talent Acquisition, Labor Relations/Employee Relations, and Training) for 13 manufacturing and technical centers in Canada, US and Mexico covering 6500 employees and $2.0 Billion in revenue.• Reduced SG&A spending by $5 million (25%) through the realignment of the manufacturing footprint by shifting from high cost manufacturing/technical centers to lower cost manufacturing/technical locations (South east and Mexico) which included workforce restructuring initiatives for facilities (Canada and Midwest).• Created Regional HR Strategies for facilities and functions in talent retention (improved retention by 20% YOY), assessment and identification of developmental needs (all high potential employees or 20 % of workforce had development plans created in 2016).• Lead management development efforts building capability in low cost regions through a targeted talent acquisition strategy, leadership development (Korn Ferry leadership assessments), key position reinforcement (15 key positions in US and Mexico) and talent management activities. • Initiated proactive approach to employee relations that improved engagement by 10% (per surveys) through the use of town hall meetings, employee surveys, focus groups, community outreach (Habitat for Humanity) and a Gender Diversity program.

Dearborn, Michigan, Us

Senior leader responsible for all HR functions (Labor Relations, Salaried Personnel, Benefits, Safety, Training, Security, Medical & Workers’ Comp.) at a United Auto Worker of America (UAW) represented Integrated Steel Mill of 1700 employees and $2.4 Billion in revenue.• Revitalized stagnate and adversarial union relations and employee culture through industry leading engagement, development, and communication initiatives. Negotiated innovative collective bargaining agreements which maintained competitive labor costs, eliminated non-competitive work practices & shifted costs from a fixed cost basis to variable cost basis. • Redesigned talent acquisition process through a multi-faceted program which resulted in more efficient, reliable and cost effective recruiting processes (Time to fill reduced from 91 days to 69 days, RPO savings at $200k annually). • Lead the development and implementation of talent management initiatives including employee, training & development, personnel planning, succession planning, performance management & employee engagement• Designed and implemented a variable compensation program for both hourly and salaried employees that linked divisional operating metrics to employee compensation.• Presided over a 5% labor $70/hr in 2011 to $ 67.5/hr in 2014) cost improvement in a plant already at industry leading labor/headcount rates.• Developed and implemented workforce restructuring initiatives for facilities to meet rapidly changing economic conditions.• Initiated local government outreach efforts building ties to local government administration.

Akron, Oh, Us

Senior leader responsible for all HR functions (Labor Relations/Employee Relations, Talent Management, Safety, Training, Security, and Medical & Workers’ Comp.) at a United Steel Worker of America (USW) represented Commercial Tire Manufacturer of 2400 employees and $1.0 Billion in revenue.• Lead plant staffing efforts hiring 500 employees in six months as plant added additional production shift• Initiated plant talent management processes that included weekly personnel, succession planning reviews, training and development and executive coaching. • Resourced medical unit to third party administrator.

Dearborn, Michigan, Us

Senior Human Resources leader for Severstal's North American manufacturing and staff operations in Warren Ohio and Sparrows Point, Maryland , Michigan.Senior leader responsible for all HR functions (Labor Relations/Employee Relations, Talent Management, Benefits, Safety, Training, Security, Medical & Workers’ Comp.) at United Steel Workers of America (USW)/United Auto Workers of America (UAW) represented integrated steel mills of 2500 employees and $2.4 Billion in revenue.• Negotiated innovative collective bargaining agreements which maintained competitive labor costs, eliminated non-competitive work practices & shifted costs from a fixed cost basis to variable cost basis. • Redesigned talent acquisition process through a multi-faceted program which resulted in more efficient, reliable and cost effective recruiting processes. • Lead the development and implementation of talent management initiatives including employee, training & development, personnel planning, succession planning, performance management & employee engagement• Designed and implemented a variable compensation program for both hourly and salaried employees that linked divisional operating metrics to employee compensation.• Developed and implemented workforce restructuring initiatives for facilities to meet rapidly changing economic conditions.

Van Buren Township, Mi, Us

Senior Human Resources Manager 2003 - 2008Monroe, MichiganResponsible for all HR functions (Labor Relations/Employee Relations, Talent Management, Safety, Training, Security, Medical & Workers’ Comp.) at a United Auto Workers (UAW) represented manufacturing location (Chassis and Suspension systems) of 2300+ employees and $1.6 Billion in revenue.• Oversaw the successful closure of facility while meeting cost, quality and timing objectives• Transformed union management relationship into one based on mutual respect and collaborative decision making that resulted in the successful negotiations of multiple local collective bargaining agreements and Competitive Operating Agreements.• Lead organizational development strategies including Organizational Design, Personnel Development, Succession Planning, Compensation Planning and Performance Management with plant personnel.• Developed human resources strategic initiatives that reduced absenteeism (55%), improved health and safety (40%), reduced workers compensation costs (55%) and enhanced workforce control.• Directed Plant Divestiture effort in sale of business unit (drivelines) and oversaw the transition of business unit to buyer

Van Buren Township, Mi, Us

Responsible for all HR functions (Labor Relations/Employee Relations, Talent Management, Safety, Training, Security, Medical Compensation, Benefits and International Service Administration) at the following locations:o Markham Electronics, an International Association of Machinists (IAM) and Canadian Automotive Worker (CAW) represented manufacturing location (Automotive Electronics systems) of 1300+ employees and $450 Million in revenueo Visteon of Canada employees in various locations across Canada • Oversaw the successful closure of facility while beating cost, quality and timing objectives• Successfully negotiated plant closure collective bargaining agreements with hourly (IAM) and salaried (CAW) unions• Developed and implemented a Talent Retention program that eliminated employee turnover and lead change management initiatives for workforce trust and respect issues • Directed Plant Divestiture effort in sale of business unit (restraint electronics) and oversaw the transition of business unit to buyer

Dearborn, Michigan, Us

Managed the HR programs for professional employees at a division staff level including succession planning, performance management, compensation planning and employee relations.• Assisted in the facilitation of two division reorganizations and the organizational transition of the spinoff of the Visteon Corporation from Ford Motor Company.• Lead succession planning, executive recruiting, compensation planning and other corporate interfaces for locations in the U.S., Canada, France, Germany, Portugal, Spain, Italy, U.K. and Thailand.

Dearborn, Michigan, Us

Oversaw the Labor Relations/Employee Relations, Talent Management administration of 5 manufacturing operations covering 800 salaried personnel and supervised a staff of 8 employees.• Lead local succession planning activities across Site and interfaced with Divisional Management• Coordinated compensation planning activities local and foreign service employees• Created and implemented site wide recruitment and selection strategy • Managed site wide training activities for both hourly and salaried personnel • Planned and implemented the first Ford of Canada Diversity Council.

Dearborn, Michigan, Us

Held various Human Resources and Labor Relations responsibilities of increasing scope and size

Master'S Degree, Labor And Industrial Relations

Bachelor'S Degree, Pyschology & Economics