Robert Laski Email and Phone Number

Project Manager for the successful implementation of Workday Benefits, HCM, Recruiting, Payroll and Talent.• Created and managed project plan for all tasks assigned to National Church • Negotiated Workday related service contracts including CIC+, ADP, Kognitiv (Workday application support)• Testing Lead – Developed Workday testing scenarios and ensured all testing scenarios were completed timely• Provided advice on Workday configurations and Workday Business Process design • Member of Workday Project Management Office. Included Finance Project Lead and Implementation Partner Lead.

Results oriented HR, Payroll, IT and Operation Leader with a track record of building high performing teams, developing staff and delivering business results. Skilled at integrating operations, technology implementation and reducing expenses. Strategic thinker who tackles complex issues and builds productive partnerships. Specialties: Project Delivery - using Waterfall and Agile methodologies, Compliance and Risk Management systems, M&A integrations, Process engineering/continuous improvement, Organizational Design and Start Up, Workday Payroll installation, Payroll and Audit.Currently seeking new opportunity and looking to connect on LinkedIn or by email at boblaski@gmail.com.

Managed all aspects of payroll processing for Goodyear NA (28,000 employees). Global payroll process owner, providing strategic direction and governance. Led team of seven. • Provided delivery of NA payroll processing for weekly, biweekly, semi-monthly and monthly payroll cycles maintaining accuracy of 99.9%.• Improved quality and implemented operational metrics using focus groups, surveys, and establishment of a payroll/accounting advisory committee. • Led negotiations/contracting for payroll services and implemented Workday software and Alight service provider. This resulted $15MM in savings over life of contract. • Designed and implemented internal control system resulting in improved financial reporting. • Managed $1.5B payroll funding and remittances and financial reconcilements for 5 companies in the US and Canada. • Supported USW union negotiations that led to mandatory direct deposit, standardized payday and paperless pay. Reduced payroll expenses by $900k annually. • Implemented pay card program and process for same day payroll adjustments. This influenced payroll cost savings through favorable negotiations with union management. • Standardized payroll acquisition process, reducing the number of payroll systems and service providers. This resulted in cost savings and improved compliance and controls. • Selected to participate as a member of Alight Customer Advisory Committee, contributing input on strategy and service offerings.

During a period of economic volatility, was selected as a senior team member for a high-level corporate initiative partnering with the consulting firm Booz-Allen to identify and implement transformational opportunities for the company to be faster, more competitive and more efficient.

Delivered technology solutions for the Risk and Compliance function managing 180 on-shore and off-shore development staff and an $18MM development budget. • Managed development and support of applications including anti-money laundering systems, Basel 2 compliance systems, GLBA compliance systems and collection systems. • Implemented a case management system improving the effectiveness of bank investigations. • Championed Agile development methodology in an off-shore development environment.

Established 105-person Employee Services Unit servicing 31,000 employees including HR processing, recruiting administration, welfare benefits processing, payroll processing, training administration, tax reporting for payroll & benefits, and employee records with a $3.5MM budget. Led implementation including organization design, staff selection, training, facilities planning, site consolidation, quality/productivity measurement and incentive plan design.• Established a centralized Employee Relations team to provide coaching to managers and provide employees a confidential resource to voice concerns. Reduced expenses and established metrics to manage service levels and improve quality. • Led cost savings initiative that reduced HR operating expense by 20% while improving service and client satisfaction delivering annual savings of $4MM.• Provided HR leadership for a span of control initiative reducing management overhead 15%. Developed an automated tool to identify the appropriate span of control by business unit including modelling capabilities. • Reengineered HR processes and installed PeopleSoft technology, reducing salary expense by 25%, saving $3.5MM annually.• Established a continuous process improvement culture, generating consistent reduction in cycle times, reduction in operating costs and improved quality. Reduced staff level from 105 to 60 while expanding services provided.

Managed all aspects of Human Resource Information input, processing and output. Served as an internal consultant to senior management supporting business decisions with pertinent Human Resource information. Managed a staff of 20. Previously moved through multiple roles of increasing responsibility including: Staff Auditor, Sr. Staff Auditor