Advanced rapidly working with the new Executive Director to reinvent the organization and develop a new mission. Manage ESOP’s strategic planning process and implementation; direct HR functions. Co-led teams and partnered with the Executive Director to create funding sources, operational programs, financial counseling programs, homebuyers’ education, purchase training classes, and provide financial counseling / empowerment to seniors. Spearheading the development of a non-profit realty model and rehabbed houses for “second chance housing” initiatives. Collaborated with the Executive Director and Board President to structure - Executive, Governance, Strategic Initiatives and Finance.

www.benrose.org

• Led the statewide organization as the Director of Operations managing all departments and directors, including Foreclosure Prevention, Field Operations, Community Organizing and Development, Communications, Human Resources, and Operations. Directed strategic planning and execution, organizational development, and Human Resources management to include the design, development and execution of the “Executive Director Transition Process”, that seamlessly exited the 20-year incumbent ED and sourced and on-boarded the new ED positioning ESOP as a viable, 2nd generation organization.

• As the Consulting Human Resources Director, continued the development of ESOP’s strategic planning and management team. Facilitated organizational growth through a reduction-in-force; streamlined ESOP’s staffing model for more efficient and effective organizational operations • Provided expert HR consulting, auditing, assessing and establishing a full-service Human Resources department for ESOP that included strategic planning, performance management, talent acquisition, and a management structure. Created management training and served as a trusted advisor to the Executive Director.• Consulted with ESOP to redesign infrastructure and establish a full-service HR and consult with the Board of Trustees, Executive Director, and Executive Management Team to develop and implement operational strategies, develop mission and vision, values, and strategic goals.

• Consulted with ESOP to redesign infrastructure and establish a full-service HR and consult with the Board of Trustees, Executive Director, and Executive Management Team to develop and implement operational strategies, develop mission and vision, values, and strategic goals. www.esop-cleveland.org• Created job descriptions for Nature Center at Shaker Lakes. Developed a corporate policy manual and a performance management system that links employee performance to the organization’s mission, vision, and values. www.shakerlakes.org• Consulted with SFC Graphics Inc. to develop an effective hiring process. Conducted needs and gap analysis to determine candidates to enable company to meet overall productivity goals• Collaborated with the owner of Lightning Lockers, Inc. to develop effective interviewing and hiring techniques and facilitate the identification of potential employees for a start-up warehouse environment. Developed behavioral based interview questions and advised the owner on standard policy development.

Human Resources Manager for a national sales force of 300+, including six major metropolitan markets operating under collective bargaining agreements.

Divisional Human Resource Manager, Northwest Division – PaintsSelected to manage a 10-state division for a Global Fortune 500 company, which included 10 district managers and 370 employees with a divisional operating budget of $60 million; guided the development and implementation of policy revisions that increased divisional revenue by $350,000

Spearheaded the development and delivery of monthly training classes for territory managers and sales representatives for Nabisco’s leading sales region in 1997; applied “Situational Leadership” component to foster strong leadership and managerial skillsSELECTED ACHIEVEMENTS: Trained representatives in effective relationship development and management techniques to improve presence and product placement in grocery stores Created a regional recruitment web page, which advertised open territory positions and supplemented traditional recruitment methods Defined and implemented a contingent hiring process, which reduced time to fill positions from 6 weeks to 10 business days, and served to substantially streamline hiring practices Developed a template of behavioral based interview questions, and conducted monthly training sessions with regional and territory managers; regional turnover fell to 10% compared to the national average of 42%

Project Manager, ‘Human Performance System’: Designed, developed, and implemented a corporate-wide system that improves corporate and interpersonal communication, establishes consequences for poor performance and inappropriate behavior, rewards and reinforces desired performance, and provides career-path development for all employees• Acted as an internal HR consultant to every management level from four domestic and two international locations• Facilitated corporate, departmental, and inter-departmental meetings for strategic planning and development• Designed, administered, and interpreted corporate and departmental surveys• Created and edited corporate newsletter, “SPCifics”, to communicate and educate employees on SPC techniques, quality control, ISO 9000 certification, and continuous improvement• Designed a corporate hiring process that employs personality profiles, behavioral aspects, and multiple interviewers