Reporting to CEO, and working alongside the executive team, delivered strategic solutions to the restructuring and turnaround of a struggling 25 year old clean technology company. Results: Restored Southwall to position of prominence – the Worlds 5th highest Return on Equity (ROE=34.3% coupled with a robust +20% profit margin) as measured in key industry market segment. Turnaround success led to subsequent relisting of Southwall to the NASDAQ in 2011. Areas of focus included strategic workforce designs, worldwide talent acquisition strategy, executive coaching, and designing competitive, affordable compensation and benefit infrastructure. In 2007, responsibility expanded by Executive Chairman to include general operational functions and to play major role in financial turn-around. Examples of successes:- Instrumentally involved in the restructuring of a revitalized R&D team that moved from a "depleted" state to a recognized technology leader releasing a surge of new technical IP that set the stage for years of success.- To the delight of employees and shareholders, redesigned total compensation and benefit structure, tying it to business success and market benchmarks. - Designed and facilitated a highly successful intervention that unified two culturally autonomous and geographically dispersed organizations. This breakthrough became recognized as a crucial pivot point for the turnaround of the company.- Drove line-item by line-item assessment of non-HR operational functions. Restructured solutions and saved millions of dollars, while seamlessly maintaining equivalent or upgraded resources.

I/O Solutions Division (IOSD) and WW Semiconductor Product Group FinanceDesigned and implemented start-up organizational structure and acquired key talent in ultra competitive recruiting environment. Success enabled organization to leap-frog the intensely competitive storage networking market and positioned the business to scale to $200M.Architected integration of geographically dispersed organizations. Design vision, objectives, and organizational structure (communication, talent integration, and total compensation).Selected as a key HR leader to design new Corporate HR as Agilent spun-off from HP.

HR Leadership for IC Design Businesses - Start-ups: Micro-display Products - World’s First Camera on a chip, and High Speed Storage Networking Products organization.Drove strategic workforce planning and alignment of core HR programs. Focused on change management, talent acquisition, leadership development, and coaching initiatives.Strategic executive team partner that convinced corporate management to forestall initial quick sale and allow a competitive bid process to divest the world’s last captive-held IC Photomask business. Sold business for double top-line estimates. Led all HR components of due diligence, MOU and purchase agreement content, while maintaining critical team morale and productivity during process.Integrated two sizeable, culturally different, and remotely located R&D organizations into a single business unit. Succcessful integration increased leverage of IP and accelerated time to market for key Storage Networking products.