After 25 years of mediation and coaching inside organizations of all sizes and types, I am applying those skills to formal engagements with other organizations. Mediation between citizen complainants and San Francisco police officers (San Francisco Police Department Department of Police Accountability), California Lawyers for the Arts, and a wide variety of issues within the Alameda Superior Court, Small Claims, Civil Harassment (Restraining Orders), Unlawful Detainer (Evictions) and Civil Collections Divisions . I also do executive coaching and HR consulting with a variety of clients.

For more than a quarter century, the HR Strategy Forum's mission has been to enhance the capabilities of participants to have more strategic impact on the performance of their organizations and to increase the value and credibility of the Human Resources profession as an essential partner in the success of organizations of all kinds.As a volunteer leader of HRSF (http://www.hrstrategyforum.org), duties include participating in the Board's setting of HRSF's strategy, program agenda, promotions, marketing and production of learning and networking events for our constituents who are primarily HR and Strategy leaders based in northern California.

Until it was acquired by Mercer in November, 2014, Jeitosa Group International helped companies develop solutions for global success by supporting organizations in their globalization efforts, specifically in the areas of human resources and finance. It offers broad global reach with hands-on knowledge of global best practices, local business processes, and country-specific requirements around the world.At Jeitosa, Mike's emphasis was on HR strategy, change management, talent management, diversity, employee communications and HR systems. In addition to consulting and internal Jeitosa HR responsibilities, he managed the partnership program which leveraged the skills and experience of over 80 partner organizations to bring a broader array of solutions to clients.

The market leader in on-demand business services. With 2,500 employees, 1 m. subscribers and nearly $1 b. in revenues after only eight years, one of the fastest growing tech companies in history. Responsible for all employee-related services; charged with facilitating business success through effective recruiting, development, motivation, and retention.* Compiled the function’s first-ever strategic plan to drive priorities, resources and planning* Oversaw the creation of the first department-wide comprehensive recognition program* Managed all aspects of work for the Compensation Committee of the Board* Directed the compilation of the first Total Rewards Strategy* Sponsored the development of a new performance management system from scratch, integrating the firm’s goal setting process and utilizing the firm’s own platform/applications

Farmers is the third largest Property and Casualty insurer in the US and the largest operating unit of Zurich. Farmers collects total premiums of $14.7 billion per year, processes 3.2 million claims per year, with nearly 20,000 employees plus 15,000 exclusive and 40,000 independent agents. Farmers has recently won outstanding employer awards from the AARP, Hispanic Magazine, Equal Opportunity Magazine, the Defense Department, and the March of Dimes.After the merger with Zurich, was asked to assume the Chief Human Resources officer role, to develop and deploy all people strategy and programs through a staff of 185. Manage budgets for compensation of $863 million, benefits of $419 million and a departmental budget of $12 million. Serve on the CEO’s staff, Investment Committee and chair the Organization and Compensation Committee and on the Zurich Global HR Leadership Board which advises top management and implements policies on issues requiring global coordination.

This autonomous Business Unit served the Personal Insurance market in the U.S. With total premiums of $ 514 million and a total staff of 1,100, the new management team implemented a complete turnaround from a loss position to growth and profitability in two years. Upon the merger with Farmers, this unit became a division of Farmers.In this position, directed all of the HR functions plus Strategic Planning, Facilities, Training, Communications, Market Research and Re-engineering. With a staff of 24 (plus facilities) and a departmental budget of $ 4.1 million, provided all non-financial support functions to the businesses.* Effectively managed the assimilation into the Farmers organization, including implementation of all HR policies, programs and benefits and delivery of a change management program* Developed and implemented new performance planning and results sharing programs* Managed the construction of a parking garage and personally managed community relations

One of the largest health insurers in the U.S., with $16 billion in revenues and 6,600 employees. Directed all HR and Facilities (26 locations), including Compensation and Benefits ($330 million), Staffing (800 hires per year), Pension Investments ($325 million), Employee Communications, and Security. Staff of 180 and expense budget of $58 million. Reported to CEO and served as Member of the Senior Management Team and Outsourcing Evaluation Task Force. * Improved productivity by over 7% through revised work time and attendance programs* Implemented voluntary separation programs resulting in 1,250 resignations and savings of $55.8 million per year* Designed and implemented flexible benefits program saving $5 million per year* Implemented total quality program as member of three person steering committee. Produced all training materials and trained 2,000 managers in 5 months* Directed consolidation of training to improve responsiveness and quality

WellPoint purchased Empire Blue Cross and Blue Shield after my departure from Empire. I have only listed it here as an employer because many of my former colleagues at Empire list themselves as WellPoint employees, and I wanted to be able to connect to them easily.

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