I joined Patina Solutions as an Executive Search Partner because I believe in the importance of hiring the best talent and the positive impact the right person can make on an organization. Patina executes on searches in a way that gives clients more flexibility and control – and in a more affordable way, with more urgency than most other search firms. I look forward to working with you when you seek to hire key leaders for your team.Patina provides executive talent solutions across a range of industries and business functions. Our clients leverage Patina’s network of highly experienced industry practitioners in flexible ways to:• address and execute complex business requirements and projects• engage interim senior leadership• coach, mentor and develop their best talentPatina also helps clients hire key leaders via our executive search solutions.The Patina approach enables our clients to deploy only the resources they need – when they need them. Patina is a unique partner to help clients navigate and implement a talent strategy based on build, borrow or buy. Patina is headquartered in the U.S. and helps clients with their executive talent needs worldwide through membership in Globalise

Senior human resources executive to the CEO and member of the Executive Team. Responsible for all aspects of human resources. Pharmavite is a wholly owned subsidiary of Japan’s Otsuka Pharmaceutical and is the parent company of Nature Made Vitamins. The Company has annual global sales of over $1B, 3 manufacturing facilities across the United States, and a workforce of over 1,500 employees.• In partnership with the CEO, developed and executed plans to drive the effectiveness of the Executive Team through selective upgrading of talent (successfully recruited and on-boarded the Chief Financial Officer, Chief Marketing Officer, Chief Quality and Technology Officer and VP of Operations), structured team building, active coaching/mentoring, and goal alignment.• Designed and initiated a successful strategic talent and succession management process, integrating performance management, assessment and organizational planning. Built alignment and linkage to the Company’s business plans through greater understanding of talent strengths, needs and succession gaps.• Implemented an organization-wide engagement survey and developed action plans to align organizational culture to increase engagement and employee satisfaction. Engagement survey results placed Pharmavite in the top quartile of surveyed companies, representing a dramatic improvement over the previous survey held in 2012.• Led the development and introduced a revised Leadership Competency model building a clear understanding of the leadership skills and behaviors which drive success and provides a foundation for overall people strategy.• Designed and implemented a new long-term incentive plan to align the long-term interests of the company, shareholders and senior level employees. Turnover of this critical senior leadership group dropped to an annual rate of less than 2% from a previous annual level of almost 15%.

Senior human resources executive for the organization reporting to the President and CEO. Member of the executive Leadership Team. Key accountabilities include, organization development, staffing and career development, compensation, employee benefits, staff relations, training, leadership development, labor relations and internal communications. Leprino Foods is the largest producer of mozzarella cheese and lactose in the world, as well as a global supplier of whey protein. The company is privately held with annual sales of over $2B annually, 10 manufacturing facilities across the United States, and a workforce of over 4,300.• Successfully implemented a strategic talent and succession management process for leaders at all levels, integrating performance management, assessment, 360° development feedback, and organizational planning. Built alignment and linkage to the Company’s strategic plan through greater understanding of talent strengths, needs and succession gaps.• Developed and implemented a Dual Career Ladder program providing structured career paths for both managerial and technical staff allowing the business to better meet its growing needs for talent.• Developed a market-based compensation system for senior leadership incorporating broad banding, revisions to both short and long-term incentive plans and establishment of a mid-term Strategic Incentive Plan all focused on aligning compensation strategies with business goals and enhancing the organizations ability to attract and retain talent .• Refined management incentive systems introducing common, company-wide objectives for all participants and establishing Leadership as a major component for all bonus participants.• Reduced cost-per-hire by 30% and time-to-fill by 11% through the implementation of an applicant tracking system, targeted military hiring and development of candidate pipelines.

Reporting to the Vice President of Finance and Administration, served as senior human resources executive for the University’s staff of 8,700. Responsibilities include, staffing and career development, compensation, employee and labor relations, benefits, diversity and inclusion, work-life/childcare, HRIS, organization development, training, and internal communication.• Achieved $2.5M savings annually in healthcare expenses and introduced new and innovative healthcare options and approaches. • Reduced time-to-fill by 17% for the over 1,800 annual staff appointments and reengineered the staffing and selection processes. • Increased participation in performance management system for management and professional staff from less than 50% in 2004 to almost 80% in 2008 and implemented a new processes which included linking compensation to performance results as well as cross departmental calibration.• Designed, developed and implemented a leadership development and supervisory effectiveness program for University staff. • Successfully achieved an off-cycle labor contract agreement to eliminate two of four health plan options for bargaining unit staff resulting in annual savings of almost $1M and dramatically improved labor-management relations.• Achieved a 24% increase in minority representation in the Management and Professional ranks and led staff diversity and inclusion efforts which established Yale’s first Chief Diversity Officer.

Reported to the Executive Vice President and CEO, provided executive leadership for the organization’s human resources strategies and served on its Executive Operating Committee. Biomedical Services provides more than half of the nation’s blood supply with revenue of $2B and over 20,000 employees, 52 separate labor agreements and 340,000 volunteers in the United States and Puerto Rico.• Delivered over $15M in ongoing, recurring cost savings and 15% reduction in headcount and greater strategic focus through the success restructuring of the headquarters organization. • Successfully eliminated over 20% of work activities while maintaining required focus and resource allocation against critical business priorities through the redesign of over 250 work processes across all major functional areas. • Created structure and processes to reinforce new cultural values emphasizing product quality, regulatory compliance and safety of the nation’s blood supply through individual accountability, results orientation and teamwork.

Senior human resources executive on the Operating Management Board reporting to President and CEO. Led global human resources and employee communications initiatives for global communications and Internet services enterprise (annual revenue of $1.5B and 1,900 employees in over 80 countries).• Introduced a strategic talent management process for senior leaders including performance management process, assessment, 360° development feedback, and succession planning. • Developed market-based total compensation plan for senior management worldwide incorporating cash and non-cash compensation benefits and perquisites. • Revitalized the Human Resources function by providing strong proactive leadership and direction. Reengineered the function’s work processes resulting in $5M annualized cost savings, and 40% reduction in headcount all while delivering dramatically improved services to the organization.• Supported Teleglobe through bankruptcy protection proceedings developing and implementing a successful retention strategy for employees in transition.

Reported to the President and CEO, and served as a member of the Executive Committee and Board of Directors for Nabisco’s Canadian operating company comprising sales of $1B, 3,500 associates, eleven manufacturing facilities and three sales forces. Led the Human Resource, Corporate Affairs and Facilities functions.• Led the successful restructuring of Nabisco Canada’s Grocery and Snack Divisions into a unified organizational structure leveraging cross-functional business teams. • Forged a new organizational culture, focused on growth, leadership, and accountability through the development of new organizational values and a supporting change management process. Nabisco Ltd was named one of Canada’s Top 100 Employers in 2000.• Developed a highly successful retention strategy designed to retain talent through the change of ownership to Kraft Foods. Turnover was reduced by 50%.