Tom Davies Email & Phone Number

Texas And Oklahoma

Working with the client's manager using the Social Constructionist Model, a variety of assessment tools valuate and develop specific leadership competencies in three specific types of coaching assignments:• Developmental Coaching – preparing an individual for a first leadership role• Transitional Coaching – guiding a leader in transition to a larger responsibility• Performance Coaching – strengthening core competencies necessary to excel as a leaderLearn more at www.sc-coach.net

Design, develop and maintain compensation and benefit plans for the second largest sovereign tribe in the United States employing more than 6,400 people delivering health care, social services, housing and education to more than 200,000 tribal members, and operating commercial businesses in agriculture, hospitality and gaming, defense, manufacturing and contract employment services with revenue in excess of one billion dollars annually.

Provided compensation, performance management and recruiting services to entrepreneurs, non-profits and municipal governments. · Candid Color/Glamour Shots· City of Bradenton, Florida· Lucas Group· Metamor Worldwide· Plano Community Homes· Records Pro· SAIC [Science Applications International Corporation]· Source Telecommunications

Directed human resources at this $60 million division of the nation’s largest Christian publisher marketing Women of Faith, The Revolve Tour and Max Lucado’s 3:16 brand events.· Developed metrics and processes to quantify and optimize human capital· Managed a diverse workforce of regular employees, as well as hundreds of independent and third-party contractors, and volunteers cost effectively and with minimal risk· Implemented restructuring to cut costs and raise new revenue in a challenging market· Designed and installed sales compensation plan

Provided compensation, performance management and recruiting services to entrepreneurs, non-profits and municipal governments. · Candid Color/Glamour Shots· City of Bradenton, Florida· Lucas Group· Metamor Worldwide· Plano Community Homes· Records Pro· SAIC [Science Applications International Corporation]· Source Telecommunications

Managed employee relations for North and South America, corporate recruiting, training, compliance, payroll, HRIS, expatriates, visas and company-wide compensation programs for this publicly traded $850 million 4,300-employee offshore drilling and marine transportation contractor.· Analyzed outside directors’ compensation, and won approval to shift cash and equity to a more competitive mix in compliance with Sarbanes-Oxley requirements· Designed and implemented critical employee retention plan that cut turnover 53% over 3 years· Improved annual cash bonus through direct performance measures, more competitive payout and better “line of sight,” all within Section 162 limits· Defended against union campaigns in offshore drilling and marine transportation, and guided industry to a “safe harbor” salary survey following class action antitrust litigation· Performed due diligence on acquisitions successfully integrating pay plans, cash incentives and stock option programs with parent company plans· Increased staff efficiency and reduced cost by one FTE through outsourcing stock option exercise and unemployment compensation administration to third party vendors· Developed and implemented the first audit-approved pay plan in the company’s 15-year history· Managed HRIS conversion to PeopleSoft

Reported to the Director of Human Resources with responsibility for the development, implementation and administration of all pay and incentive plans at this $3 billion oil and chemical company.· Implemented the company’s first broad-based cash incentive program· Completed company’s first point-factor [Hay System] job evaluation in over five years· Improved base pay effectiveness through comprehensive management training program· Controlled expatriate, visa and immigration costs using a cost model decision tree

Led human resources for this joint venture of Parsons Brinckerhoff and Morrison Knudsen, prime Architecture, Engineering and Construction Management sub-contractor building the Superconducting Super Collider for the US Department of Energy.· Implemented project start-up, and developed joint venture policies and procedures· Established department budget, staffing plan, supervisor and employee training, pay programs, and managed the HRIS· Maintained proactive liaison with the client company, as well as federal, state and local government oversight agencies· Won release from an OFCCP Letter of Commitment and maintained “in compliance” evaluation for duration of project· Managed project shut-down and placed 62% of surplus staff with no wrongful termination actions

Managed human resources and office services staff of five for this $350 million exploration and production subsidiary of Rosewood Corporation prior to the sale of most producing properties.· Reduced medical cost increase 30% by implementing Section 125 “cafeteria-style” benefits plan· Cut management time 50% by automating performance appraisal and merit review processes· Improved morale and internal communications by publishing a popular employee newsletter

Held increasingly accountable individual contributor and supervisory positions in training, recruiting, employee relations and compensation management for this $5 billion global electronics manufacturer.· Restructured administrative job families creating clearer career paths, lower labor costs, improved retention and more efficient recruiting· Implemented a low cost spot award program that significantly improved morale as measured by a standardized attitude survey· Achieved highest participation [46%] of any manufacturing site among hourly employees in a new 401(k) savings plan through highly focused employee education· Developed Corrective Action Plans with line management to achieve measurable improvement in employee perceptions as gauged by an annual attitude survey· Managed site records and insurance office staff of five· Cut the cost of experienced hires 22% through improved post-interview follow-up· Exceeded annual college hire goals for 3.5+ GPA grads from top schools· Established and maintained effective campus relations at 25 universities· Improved systems integration through communications skills training and conflict resolution