As the leader of the Compensation function within the HR Center of Expertise for Volvo Group US, I was responsible for development of Best Practice programs aligned with the vision and strategies of our parent organization.Worked with HR leadership and line management from across Volvo Group's diverse businesses on the development, implementation, communication and ongoing support of a wide variety of cash compensation, benefit and perquisite programs. Worked to educate HR, management and employees on the competitiveness of the organization’s total rewards offering through clarification and communication of the US Employee Value PropositionKey Deliverables: * Key contributor toward development / delivery of hybrid Point factor / market based job hierarchy and salary structure, providing portability of talent across geographic regions.* Key member of team that delivered SAAS based salary planning tool for the US integrated with the organization's performance management process.* Led team that identified and implemented a SAAS Special recognition vendor that replaced the organization's historic service award provider and in addition provided the organization with a tool suitable for delivery of special recognition / incentives. Adoption of more frequent / broader special recognition across the organization has been swift and the the transition to this new tool has been viewed as a significant step forward. * Vendor identification / delivery of a cloud based market data management and analysis tool to improve the compensation function's responsiveness and analytic capabilities. The Volvo Group is one of the world’s leading manufacturers of trucks, buses, construction equipment and drive systems for marine and industrial applications; we also provide complete solutions for financing and service. Volvo group employs over 15,000 in the US and approximately 105,000 full-time, part-time and contract employees around the world.

After the court announced the requirement that Circuit City Stores, Inc. be liquidated in January of 2009, I reached out to HR Colleagues in the Richmond area and had the opportunity to work on rewards programs for the Virginia Commonwealth University (VCU) Health System, the Federal Reserve Bank of Richmond and the Virginia Community College System. Focused primarily on the design, implementation and administration of base pay and annual incentive programs and pay delivery practices.Conducted market competitiveness studies, reviewed regulatory compliance, prepared program communications and management education. Expert in managing major change initiatives.Clients included the Virginia Commonwealth University (VCU) health system, the Federal Reserve Bank of Richmond, and the Virginia Community College system.

Domestic consumer electronics retailer with over $13B in sales, 700 stores and 45,000 associates. Re-staffed compensation function and implemented new field and corporate headquarters compensation programs within 18 months. Managed executive and broad based comp staff of seven impacting corporate payroll of $1B.• As Director of Compensation aligned compensation programs with the staffing, performance management and succession planning processes driving more effective use of the organization’s base salary, merit, incentive and equity award budgets.• As Director of Compensation worked with store leadership team on re-launch of commission plan for home theater segment that realized an 11% increase in profitability. Lead sales incentive design efforts within Firedog Services and the customer contact (call center) business units. • As Director of Compensation proposed management incentive design changes resulting in $2.5M in savings in year one and annual savings estimated at over $7M on an ongoing basis. • As Director of Compensation managed development of MS SharePoint site that improved communications and service delivery to the field.

Nations largest LTL Trucking company with over $10B in sales, 900 locations and 70,000 employees. • As Director of Compensation, Lead design and administration of compensation programs during merger of Yellow Transportation and Roadway Express and in conjunction with Yellow Roadway's subsequent acquisition of USF Freightways. • As Director of Compensation, worked with senior executives across all business units in identifying best practices, developing program documentation and communications and in implementing the redesigned programs.• As director of Compensation, managed YRC's HR portal and applicant tracking system (Taleo) development as part of organization transition to manager and employee self service.• As Director of Compensation, moved the organization over to a shared services approach to HRIS reporting and data management.• As Director of Compensation, conducted annual reviews of sales incentives to compare business unit measures and performance.• As Director of Compensation, implemented web based compensation planning system, streamlining annual planning requirements.• As Director of Compensation, managed compensation and HRIS team of 5.

Global Aerospace / Defense manufacturer with over $3B in sales and 13,000 employees. As Manager, Corporate Compensation:* Transitioned Rockwell to market based compensation program focus working with senior leaders and management to gain understanding and buy in to required changes.• Enhanced differentiation of annual merit and incentive awards through program modifications and management education on pay for performance.• Conducted comprehensive market review of positions across all functions to gain alignment with market.• Adjusted salary structure to improve market alignment.• Adjusted compensation programs to gain alignment with organization's strategic focus on Lean operations and Product Life Cycle value stream management.• Managed compensation analyst team of 4.

Consultant to company executives in a wide variety of industries on compensation and HR program issues. Supervised project work of junior consultants and analysts. Major project initiatives included:* As Senior Consultant, Developed compensation (total rewards) philosophies / strategies enhancing rewards program alignment with business strategy.* As Senior Consultant, Managed global rewards competitiveness studies that aligned client reward programs with market objectives.* As Senior Consultant, Designed management incentive, sales incentive and collections incentive programs focusing on the identification of key metrics and development of appropriate plan structures to drive improved business results.* As Senior Consultant, Developed long-term incentive programs focusing management on long-term business results and wealth accumulation and providing balance to annual incentive programs. LTI program development initiatives included phantom share equity plans and non-qualified deferred compensation plans (NQDC).* As Senior Consultant, Co-lead Hewitt's Team Effectiveness Light Bulb team which built an inventory of management best practices for team based organizations.* As Senior Consultant, I acted as a subject matter expert on total rewards within the customer contact center. Primary client industries included manufacturing, retail, and financial services. Client engagements included work with KONE US, Ispat Inland, Baxter, Tellabs, RR Donnelly, Dean Foods, Allstate Insurance, American Family Insurance, PNC Financial, Conseco Financial, USA Group, LeasePlan USA, Kmart, Limited Too, Eddie Bauer, Cabelas, Jimmy Johns and CDW.

Largest business unit of this RBOC (regional bell operating company) telecommunications provider with over 7,000 employees in Illinois, Michigan, Ohio, Indiana and Wisconsin.* As compensation manager, enhanced program and built capabilities of compensation team.• As compensation manager, developed broad band salary structure covering the IT workforce which reduced employee turnover. Approach was adopted by the corporation for all business units.• As compensation manager, developed and implemented enhanced incentive plans for call center representatives and managers improving call center performance and morale.• As compensation manager, automated compensation year end planning and placed HR (including compensation) policies online.• Managed team of 4.

Manager, Human Resource Services – Dayton Technology Center (1994 – 1995)HR Management for twelve Consumer Services business unit branch offices and the Dayton Technology Center.• Lead team that successfully piloted incentive program for field service technicians. Project demonstrated opportunity for increased productivity in the Philadelphia, Detroit, Houston and San Francisco branches.• Collaborated with senior management and introduced a new safety program focused on reducing accidents and injuries within the Dayton Technology Center.• Introduced process and tools increasing effectiveness of talent pool management for engineering staff and management within the Dayton Technology Center.Compensation Manager - Whirlpool Financial Corporation (1993-1994)Special projects manager supporting business unit and corporate strategic initiatives. • Selected by senior leadership to participate on corporate parent team that successfully outsourced 401(K) program for Whirlpool Corporation. Received Gold Quality Excellence Award for contribution as part of team.• Championed change strategy for adoption of broad-band compensation practices at financial services division.• Analyzed benefit programs and realigned employee contributions enhancing talent recruitment and retention.HR Administrator - Whirlpool Financial Corporation (1992–1993)HR Generalist – providing support to management within corporate headquarters and collection center.

As Actuarial and Compensation Analyst / Specialist• Conducted compensation market competitiveness studies and developed salary structures for companies in a variety of industries.• Conducted peer group analysis of executive compensation practices including change in control (Golden parachute) and perquisites.• Completed data analysis and programming required for annual assessment of pension plan liability (5500 filing) for clients such as Kraft, Ameritech, and Caterpillar.