Prior to Pace's bankruptcy, restructuring and HQ relocation, Tony was responsible for all aspects of Human Resources at Pace, focused on Attracting, Retaining and Growing talent, and strengthening the culture at Pace Industries. Responsible for talent acquisition, healthcare benefits, total rewards, training, compensation management, employee relations, and environmental health and safety. Serving 4500 Associates in locations across the U.S. and Mexico.Upgraded the talent on the HR and EHS team around a common vision of partnering with our operators to help them achieve the goals, and ensuring that each of our locations is the best place to work in our industry. HR Team's accomplishments during this period:-Reduced turnover in the U.S. by 122% from 2017-2019-Reduced turnover in Mexico by 51% from 2018-2019-Reduced healthcare spend by 64% year over year while sustaining excellent benefits-Sustained the best in class safety record for our industry, with significant reductions in lost days cases.-Reduced work comp claims by by 129% from 2018-2019, and 1,230% from 2016-2019-Reduced the dollars spent on work comp claims by 650% from 2018-2019, and 1230% from 2016-2019 -118% reduction in lost days cases-Developed a best in class environmental record to sustain our ISO-14001 Certification-Improved our efforts to attract a younger generation of talent (by 50%) to complement our aging workforce. -Implemented comprehensive talent review and talent development process that has resulted in highly successful succession planning process ensuring that Pace has the very best leaders in place for the future.-Led the design and implementation of the Pace Leadership Academy utilizing executives as instructors for our high potential talent-Successfully trained 75% of front-line supervisors in basic leadership skills.-Sustaining best in class Engagement scores.-Implemented a successful career pathing and compensation strategy.

Ensuring that LifePoint Hospitals had the leadership talent to achieve the mission and vision of making communities healthier in our ever expanding markets in a rapidly changing industry. Developed LifePoint Learning Academy (including curriculum design aligned with LifePoint Leadership Competencies) with a focus on providing training and leadership development opportunities for senior leaders and executives throughout the Hospital System.Designed New Executive Orientation and Onboarding program for new hospital executives, Leader in Transition programs for the accelerated development of first-time hospital executives, Associate Officers programs designed to prepare aspiring hospital executives to achieve excellence in the roles they are preparing to fill, and LifePoint Mentor Program. Utilize a variety of executive assessments and 360 instruments for selection, leadership assessment, development and coaching.

SecureWorks is the Leader among Managed Security Services Providers. Invited to join Secureworks to lead HR in prepration for a potential IPO. At the time SecureWorks was at $65M in revenue with just over 240 people in 3 domestic locations. During my tenure the company grew to $130M annual revenue with nearly 700 employees in 4 domestic locations, two international offices, with remote employees around the world.Key Accomplishments: Brought recruiting in-house saving over $500K in year one. Revised performance management system, saving over $500K in year one. Achieved compliance with Affirmative Action as a new Federal Contractor, reviewing job descriptions, conducting complete job analysis, job classifications and annual reporting.Conducted comprehensive compensation study, including executive compensation structure and benefits.Introduced an annual talent review and succession planning process to identify and develop high potential leaders. Initiated the company’s first employee survey and manager’s action planning process (98% participation).Led initiatives to reduce turnover from 17% to 8% within two years in an industry where the average turnover was 19%.Designed and delivered their first management training and leadership development programs.Implemented online Learning Management System for more efficient and cost effective distribution of training.Conducted Due Diligence for multinational Acquisitions.Developed the HR infrastructure and benefits programs for the company’s international expansion. Created and Published employee handbookConsolidated benefits under single nationwide program with broad offerings, introducing Consumer Driven Health Plans with Health Savings Accounts.Created a culture and charity committee charged with driving cultural initiatives and overseeing and distributing the company’s charitable giving.

This organization underwent a significant downsizing sometime after I left and has been renamed "Milestone" with a completely different mission. Served as the Director of Corporate Education, designing and facilitating leadership, organizational and team development programs, succession planning and strategic planning services. As a senior consultant and executive coach, I eventually came to lead all aspects of business development providing organizational assessments and ensuring business leaders came to see how involving the Center could help them achieve their vision. Responsible for revenue generation as well as for portions of service delivery, including executive coaching, team development, succession planning and strategic planning.

RFL started at the request of Sam Walton, as a service to provide counseling and work/life support to the Associates and Families of Wal-Mart. I joined RFL in the early stages to support the Wal-Mart account and lead sales to grow the business, closing sales with several divisions of Kroger, Bridgestone/Firestone, and numerous commercial businesses. Responsible for all account management and the account management team. Served as primary account manager for Wal-Mart where I served as their on-site, Home-Office consultant in Bentonville, Arkansas where I provided guidance to Wal-Mart executives and senior leaders in the areas of workplace violence prevention and managing unique people issues that required professional assistance. When I left the company, RFL was providing over 40,000 counseling sessions each year, responding to over 150 on-site critical incidents, with hotlines for managers to assist them with unique and challenging personnel situations. RFL is currently a subsidary of Aetna.Provided extensive Workplace Violence Prevention Training and consultation for Wal-Mart and Kroger.Developed a Critical Incident Response team designed to be on site to any requested location within 24 hours of a call or tragedy.

Engaged in an exciting entrepreneurial church planting venture in the suburbs of Vancouver, B.C. where we began our family and established some of the greatest friends one could hope for.