Tom Patterson, Mba, Sphr Email & Phone Number

*Developed strategy for a reduction in force to address a declining business environment. *Teamed with President and CFO to develop future strategy for managing Human Resources, Safety and other functions. *Coached Senior Leadership Team and employees to facilitate adjustment to reorganization.

*Key leadership role in successful integration of three businesses and ongoing employee development as shown by the numerous awards and accolades the company has received. *Negotiated Collective Bargaining Agreements with 7 Union Locals with zero work stoppage. *Managed grievance and arbitration process.*Organized and implemented a United Way Campaign for 13 company locations that resulted in contribution growth of 15–25% every year, that received frequent recognition, and was recognized as “Best in Class” by the Twin Cities United Way. *Served as Panelist at Third Annual Upper Midwest Labor Management Forum in 2008.*Sponsored a Six Sigma project focused on healthcare programs that delivered a 9% cost reduction.*Initiated comprehensive review of HR policies and procedures, leading to a complete rewrite of the Employee Handbook, and creation of a Union Employee Handbook. *Developed and managed a Safety Program that met or exceeded all scorecard targets every year.*Founded a North American Distributor Human Resources Council with Cummins Corporate and served as Co-Chairman for two years.*Served as Distributor representative on a nationwide team led by Cummins Corporate to develop a response to the DOL regarding proposed revisions to FMLA. *Selected and directed a team to analyze and upgrade the Performance Management System to align with appropriate accountabilities.*Authored all-employee communications for Senior Leadership.*Led team to plan, design and conduct enterprise-wide Employee Surveys, provided Leadership Team an in-depth analysis of the results and an accompanying action plan, and prepared presentations to share results with employees.*Developed a communication tool to increase effectiveness of the Performance Bonus Plan by improving participant understanding of the program.

*Steered Senior Leadership’s assessment of newly merged company’s human capital, resulting in identification of opportunities for efficiencies and 10% reduction in force.*As first distributorship selected for multi-site merger and joint venture with Cummins Corporate, Led operational integration of three management teams into a cohesive unit.*Led cross-functional team to establish metrics and targets for key performance measures.*Spearheaded Collective Bargaining with nine Union Locals, teamed with legal counsel to overcome numerous unsuccessful union charges of unfair labor practices, and signed new Agreements with seven Locals and employees of two other Locals chose to decertify.*Developed many processes and procedures that became best practice templates for subsequent distributor mergers.

Recruited by President to lead the company's Operations organization, including five branch locations. Charged with evaluating and updating systems, policies, procedures, facilities and human capital to improve efficiencies and increase profitability. Key Results:*Sales and profit targets were met or exceeded each year, with cumulative growth of 40%.*Successfully guided planning, coordination, training and implementation of a new Business Management System impacting the entire enterprise.*Organized cross-functional team to design and implement a Technician Efficiency Incentive Program that resulted in a 10% improvement in Service Productivity.*Responsible for union relations, responding to grievances, developing collective bargaining strategies and negotiating Agreements with five Union Locals. *Served as representative to Business Management Systems Council, a decision making group of Cummins Corporate and North American Distributors.*Established Environmental Waste and Safety Programs meeting all compliance requirements.*Led Operations Team through Year 2000 planning that maintained full functionality with zero customer impact.

Key Results:Profit Center responsibility for a $55 million Area Business Organization (ABO). Spearheaded Latin American distribution channel improvement strategy to consolidate all material forwarding to a single logistics partner.Directed implementation of ABO Restructuring Project resulting in dramatic cost reductions in excess of $1M per year.Key role in comprehensive overhaul of worldwide distribution strategy and redesign and implementation of supporting infrastructure.

*Managed staff of 8-10 with responsibility for Finance, Accounting, Human Resources, IT Systems, and Warehouse Operations.*Partnered with Area Director in conceptualizing and implementing revamped organizational strategy and upgraded management team.*Spurred Distributor Principals to develop an expanded financing plan for Central and South American locations.*Drove Business Partnering philosophy throughout Finance Team resulting in improved alignment with business objectives.*Achieved 20% reduction in past due balance in Accounts Receivables.

*Profit Center responsibility for a $55 million Area Business Organization (ABO). *Leadership accountability for Finance, Accounting, Payroll, and IT for a manufacturing operation generating over $30 million in annual sales.*Coordinated capital spending program exceeding $10 million annually.*Achieved 20% reduction in inventory from 1991 to 1993 and maintained highest Return on Average Net Assets (ROANA) of any branch.*Led a cross-functional team to select a new Branch Manager.

*One of three person Leadership team chosen to lead manufacturing operation startup that achieved full capacity in 15 months and won ISO 9002 certification in three years.*Responsible for selection and implementation of Finance, Human Resources, Accounting, Safety, and IT policies and procedures.*Teamed with state officials to develop and implement a program to recruit a diverse workforce, 75% of whom had no previous work experience, and educate them in social and cultural skills as well as technical competencies. *Startup accomplishments included selection and installation of Local Area Network, implementation of Accounting and Capital Managements Systems, design and implementation of compensation and benefits program, and publishing Employee Handbook and Policy Manual.*Acted as Assistant Plant Manager.*Named Employee of the Year 1991.

*Responsible for all functions associated with Cost Accounting for operations in Southern Indiana, representing annual sales over $900 million*Achieved 25% reduction in clerical staff with a concurrent reduction in overtime of 15%*Served as User Project Leader for design of new Cost Accounting System*Managed a staff of six, located in four different locations

Accounting And Business Management

Masters; Mba, Business Administration; Financial Management

Bachelor Of Science (Bs), Mathematics And Education

Bachelor Of Science (Bs), Mathematics