Scott Carpenter Email & Phone Number

Otis Orchards-East Farms, WA, US

• Responsible for Total Rewards for $1.2B global technology company with 6K employees. Manage ten HR professionals focused on the design and administration support of compensation (sales, short-term annual bonus and.
• Initial objective was to focus on process improvement and documentation of compensation philosophy and administration needs to assist with standardization of effective pay practice.
• Focus on utilization of systems to create meaningful data for use in analysis to design effective programs to strengthen employee retention.
• Focus on strengthening HR Business Partner support and overall employee communications
• Regularly attend meetings and provided input directly to the Compensation Committee of the Board of Directors

Spokane, WA, US

• Led Compensation, HRIS and Payroll administration for for $2B international Pulp and Paper business with 4K employees. Managed five HR professionals servicing 15 manufacturing and administration locations in North.
• Initial objectives centered on development and documentation of compensation philosophy and administration methodology to assist with standardization of pay practice. Led effort to fully document ~350 exempt positions.
• Quickly gained added responsible around HRIS and Payroll. Focused on utilization of systems to create meaningful data for use in analysis aimed at cost improvement. Led initiative to standardize pay cycles to generate.
• Led evaluation of current HRIS (Ultimate) for determination of necessary upgrade, re-implementation or complete replacement to better serve the data needs of the business.

Liberty Lake, Washington, US

• Led Total Rewards (TR) program for $2B, global technology and services business 9K employees. Managed 15 HR professionals in 4 regions and $3M budget. Reported to VP HR. Established strategy around common philosophy.
• Created / implemented global common philosophy, policies and systems supporting unified Itron business strategy.
• Developed / implemented global job leveling program, enabling market-based pay methodology for 4K exempt employees, reducing risk of key talent turnover.
• Implemented global HRIS instance (PeopleSoft / Oracle) in 15 months. Project completed on-time and within budget. Project included Manager and Employee self-service functionality in North America, reducing HR Ops.
• Directed conversion to a global payroll application (ADP Streamline) in 18 mos creating efficiency / cost reduction through a shared service model, company risk reduction and reduced annual payroll SOX testing.
• Implemented common performance management system (Success Factors) covering 4K exempt employees in 6 languages, increasing efficiency in administration of pay-for-performance application around calculation and.

Liberty Lake, Washington, US

• Directed the FP&A function including strategy around common philosophy, policies and systems to support financial planning needs of a global technology and services business with $1.6B annual revenue. Reported directly.
• Created the FP&A function for a publicly traded company with $1.6B in annual revenue.
• Led cross-functional team supporting due diligence effort and investment bankers in the acquisition of an international company that more than doubled company size. Acquisition required $1.5B+ in financing, added $1.1B.
• Guided project of selecting and implementing new financial planning system, delivering on goal of increased efficiency and accuracy. Reduced cycle time for forecast and annual budget process by 25%. Project completed.

Liberty Lake, Washington, US

• Reported to Corporate Controller and managed day-to-day accounting operations. Directed team of 9 finance professionals focused on global payroll, accounts receivable, and accounts payable. Managed due diligence and.
• Developed and implemented strategy around working capital generation, decreasing day’s outstanding receivables 22% from 60 to 47 days and increasing vendor payment terms from average of 42 to 52 days.
• Led initiative to centralize shared services, doubling size of company without adding administrative resources.
• Worked in collaboration with field finance, reducing internal financial close cycle 40% from 10 to 6 days.
• Provided due diligence and integration support for 5 acquisitions, the last of which doubled the size of the company in 2004.

• Directed team of 9 operators in start-up and day-to-day operations of Spokane County Regional Compost Facility. Reported directly to general manager. Facility processed 50K annual tons of organic waste into marketable.
• Led team of local and state environmental health and air quality regulators to better understand and document an in-vessel system to accomplish the primary phase of composting. Analysis work instrumental for parent.