Responsible for talent assessment, recruitment and placement, training, organizational development, performance management and succession planning in a $2.5 billion regional supermarket chain, 134 stores, 22,000 associates. In addition to Talent Management., my duties were expanded in 2013 to include responsibility for all Associate and Labor Relations, including Diversity, for Main Office, Retail Operations and Distribution Center. Staff grew from 14 to 36. - Partnered with CEO and senior management to arrive at best-in-class strategies for identifying and developing talent; produced processes respectful of company values and responsive to anticipated workforce changes.- Renewed credibility and instilled fairness to performance management processes; managed payroll impact by ensuring standard rating distribution among exempts. - Defined/embedded advancement criteria for all exempt and non-exempt positions while identifying qualified external applicants through pre-employment testing. - Advised CEO and played major role in exiting and re-staffing EVP/COO, SVP- Sales/Merchandising/Marketing, SVP-Retail Operations and CIO. - Initiated annual senior succession planning meetings; reported metrics to Board of Directors. - Enhanced minority representation through special programs and renewed organizational focus.- Realigned staff along regional operating lines, significantly improving results and accountability. Developed/promoted 5 managers within HR; 1 into Ops.

Assumed lead HR role in a high-growth quick-serve business. Re-built the HR function, upgraded Team Member quality and instilled a pay-for-performance culture in 202 domestic locations, 3300 employees. · Reorganized and upgraded the HR function within 6 months with no increase in payroll.· Replaced select senor management positions with top quality talent without search fees. Reduced annual recruiting budget by $250K. · Re-formulated wage and salary structure, constructed 3 executive bonus plans and a pay progression program for entry-level Team Members. · Instituted job descriptions, interview guides, and training programs in the field; published core competencies and performance standards by position. · Assessed field bench; targeted a 70%/30% internal/external hire mix.· Reduced time-to-fill GM jobs 50%.· Designed/implemented new pay-for-performance system. · Brought accountability to runaway turnover. Added turn as a “People” metric on appraisals and bonuses.

Aligned HR goals to the strategic plans of a $2.5 billion division of the May Dept. Stores Company; 79 locations in 6 states; 18,000 associates. · Achieved 100% promotion-from-within for key jobs.· Implemented performance management system, rewarding high achievers & separating poor performers. · Cut Corporate turnover by 30%; embedded connecting/engaging skills into culture; created Interview Guides for high turn positions. · Coached senior executives; expedited promotion of CFO to Chairman, SVP to CFO. · Directed product, sales & service training to high margin, high growth businesses.· Implemented leadership skills training for 2000 executives. · Improved minority executive hire rates: Hispanics to 45%, African Americans to 11%, mirroring area demographics. · Led Recruitment & Manpower Planning to support anticipated business growth.· Seeded the company annually with 30+ Trainees. Doubled the number of campus sign-ups; gained access to top-tier candidates.

Re-established the credibility of the HR function at the nation’s second largest toy retailer; $830MM in sales; 184 locations in 22 states; 6000 associates, 7 distribution centers. • Directed company decentralization. Defined new organization structure and re-engineered jobs. Selected, trained and placed 50+ managers within 5 months.• Formalized equitable market-based compensation structures for field salaried and hourly positions to attract and retain quality associates.• Reduced annual litigation costs $250K by ensuring a proactive Employee Relations function.

Initiated and developed a start-up HR function for a $1 billion high-growth wholesale warehouse operation with 5,500 employees. Staffed 10 new units in 18 months by identifying and developing internal promotes and by filling in with quality outside hires.• Reduced annual turnover by 22%; reduced turnover in 6 highest turn units by 46%, while reducing non-exempt employment costs by 47%.• Designed and implemented training and “Proficiency Certification” programs for all field management positions. • Initiated customer service incentive programs for 4,800 field non-exempts.

Partnered with operating division Presidents/CEOs and VPs of Human Resources to align all HR planning and development intiatives within a $10 billion discount retail/wholesale/specialty store corporation with 6 operating divisions, including TJ Maxx (now TJX), BJ's Wholesale Club, Home Club, Chadwick's of Boston, Zayre Discount Stores, and Hit or Miss Specialty Apparel.• Partnered with VPs - Human Resources to formulate and implement each division’s Strategic HR Plan.• Developed and implemented annual talent inventory to identify internal management candidates for position openings across the corporation.• Conducted leadership development workshops for senior management in all divisions.• Re-designed executive performance appraisals for the entire corporation; met Board of Directors to recommend adjustments in contracts and increases in compensation.