Patrick O'Hara Email & Phone Number

Greater Salt Lake City Area

A seasoned HR executive with broad based experience in technology, industrial, and consumer markets with leading companies such as Danaher and IBM. Unique in-depth experience in strategic acquisition due diligence and integration. Also, a 25 year track record helping companies successfully enter new markets and develop strong local leadership and organizations.

Salt Lake City, Utah Area

Working with the Chairman and CEO and board of directors I played a key role in building a new senior leadership team, improving overall organizational talent and talent management practices, and worked closely with the board's Compensation, Governance, and Audit Committees to address overall company performance and governance issues. I played a lead role in establishing, staffing, and managing the company's strategically critical China joint venture. I also served as a board member for the China joint venture. I also assisted the board of directors in the CEO succession planning process and subsequent CEO search and on-boarding.

Redmond, Washington

Worked closely with CEO to lead project setting up China business operations for this rapidly growing optical test and measurement company. Completed business case, facility lease and construction, business license acquisition, hired GM and key staff positions and was operational in China in six months. Also, consulted on a variety of projects and activities to improve the company's overall organizational effectiveness and talent management.

Initiated the role as senior HR executive responsible for driving talent, leadership, and organization development for Danaher's rapidly expanding business operations in Asia with a primary focus on emerging and fast growing markets and building local HR capabilities (especially China and India). • Developed and secured Danaher Board approval for the corporate governance model in major Asian economies (China, India, and Japan) to facilitate market entry, growth, maximize strategic investments, and minimize waste and duplication. Led the staffing of major senior management positions throughout Asia for Danaher operating companies, including general management. Hired and developed local in-region HR capability.• Initiated talent management, strategic organizational plans, and succession planning processes to drive internal leadership development. These processes allowed us to fill 70% of our open senior management positions internally in China in 2010 vs. only 5% in 2005.

Everett, Washington

•Helped lead the successful integration of Fluke into Danaher’s lean business system while retaining the value-added aspects of Fluke’s business culture (acquired by Danaher Corporation in 1998). •Integrated over 25 acquisitions and mergers, many of which were located outside the U.S., ensuring transitions that maintained the strategic value of the transaction and minimized the loss of intellectual capital.•Dramatically improved the organization talent level and leadership capabilities through growing the succession planning high potential funnels from less than 20 to over 200 employees in the space of five years.•Significantly reduced the footprint and cost of Fluke’s physical facilities throughout the world.-Prior to being acquired by Danaher, worked directly with a high profile, proactive Fluke Board of Directors on matters relating to organization performance and accountability, executive and director compensation, company stock-related plans, and succession planning. •Initiated changes to better align executive and board member interests with the shareholders. Changes included establishing stock ownership guidelines, performance-based stock options, and changing the variable compensation system to be more reflective of business priorities, especially company growth targets. •Primary driver behind the company’s leadership development and succession planning process, working closely with the CEO, President, and board members to facilitate the identification and development of internal candidates to fill key C-suite positions.

Facilitated the large-scale restructuring of the laboratory (10,000+ employees, $1.1 billion budget) to meet the challenges of a dramatically different geopolitical and economic environment. • Worked with the CEO (Laboratory Director) to build a new executive team, create new governance processes, and reengineer HR programs and policies to support the organizational changes.

Yorktown Heights, New York

As top HR executive at IBM’s main scientific research center (2,500 employees), I worked closely with division executives to manage the changes necessary to allow IBM Research to integrate its technical work more rapidly into IBM’s development processes and products. I was asked to lead the task force that restructured the division to achieve this objective.Prior to this role I had increasingly responsible HR staff and management at various IBM locations, including division and corporate headquarters.

Masters, Organizational Behavior

Activities and Societies: Graduate assistant to Dean of School of BusinessDean's List, faculty award as outstanding practitioner

Bachelor Of Science, Communications (Major), Business (Minor)

Activities and Societies: Student government officerOutstanding Freshman journalism student, magna cum laude graduate