Temporary consulting position. Led the Human Resource function for this managed home health care business with particular emphasis on aggressive recruiting strategy.

Led the global HR function for the largest business group of Chemtura, a $3B business with over 5000 employees. Reported to the SVP of HR, CFO, General Counsel and Secretary, and President of the Company’s largest business unit. Responsibilities included developing HR strategies, plans and policies that support the achievement of the Company’s business goals. Directed senior level staffing, leadership development, high potential development, succession planning, and employee/labor relations. Significant international HR experience.

Reporting to the CEO, led the Company’s full global Human Resource function for a global forging, casting, specialty rolling, melting and fabricating enterprise with sites in the UK, Hungary, and US, serving multiple industries and markets (approximately 65% aerospace). Revenues in excess of $500M with 14 global businesses. Recruited as part of the senior management team tasked with turning around a low profit and fragmented group of acquisitions to posture the company for future sale. Responsibilities included developing HR strategies, plans and policies that supported the achievement of the Company’s business goals. Directed senior level staffing, leadership development, high potential development, succession planning, employee/labor relations, training and development, HRIS, staffing, and benefits. After a successful turnaround, the company was sold and I left the organization in May of 2006. Before starting an active job search, I spent the summer of 2006 with my son, a senior in high school, visiting colleges throughout the eastern seaboard.

Top Human Resource Executive for the Corporation, reporting to the CEO of the Corporation and the President and COO of the regulated utility business. Responsible for alignment of human resource strategy to the overall business strategy, executive compensation, corporate benefits, employee/ union relations, leadership/employee development, and succession planning. Served on the Board of Directors’ Executive Compensation and Development and Employee Benefits Committees. Responsible for operating budget of $7M and implementation of Sarbanes-Oxley compliance requirements on behalf of the HR and Payroll functions, which included close partnering with the Corporate Secretary for both Sarbanes-Oxley and Business Ethics Compliance.

Provided strategic, global H/R leadership for $1.2B business with 12,000 employees (US, Europe, Asia, Canada). Rapidly promoted within the organization to positions of increasing size and scope based on accomplishments noted above. Responsible for ensuring the H/R processes of executive compensation, selection, development, rewards/recognition, and employee relations are strategically aligned with the business plan. Strong emphasis on executive team-building and leadership development, succession planning, employee development, benchmarking and implementation of best practices, and union avoidance.

Senior HR generalist role responsible for selection, development, compensation, and employee relations. Supervised four generalists and three administrative employees. Represented UTRC on the UTC LAP/MBA Recruiting Council and UTC University Relations Council. Supported the Vice President of the Research Center in all leadership development initiatives.

Responsible for all Human Resource activities within the New England Region and North American Elevator Services Company, a second-tier Otis company. Strategic emphasis on the implementation and integration of competency-based selection and development, leadership development, and succession planning.

Manager, Human Resources - UTC - Pratt & Whitney, Turbine Airfoils Product Center (5/95-11/96)Full global H/R responsibility for Turbine Airfoils which consisted of 1600 employees. Managed a staff of 9 employees. Significant labor relations responsibility with the International Assoc. of Machinists & Guards’ Unions. Proactive leader in changing the traditional labor/management relationship; participated as full member of the Company’s contract negotiations team. Built the “business case” for diversity initiatives within the business, which resulted in the company’s first Diversity Council.

Reported to Sr. Vice President, Human Resources and Organization, and managed the Human Resource Leadership Program for Pratt & Whitney, a two-year rotational program for high potential MBA's from top tier business schools. Worked closely with senior H/R management (Sr. VP H/R and his four VP’s) on Strategic HR and Leadership Review processes, as well as development and implementation of competency-based selection, development, and performance management systems.