“Leadership is about recognizing that there’s a greatness in everyone, and your job is to create an environment where that greatness can emerge.” - Bill Campbell
Strategic business partner to Jack Link's Minong Operations, accountable for HR initiatives covering supply chain and operations for this critical plant and corporate location. Interim assignment to turn around the HR function.
• Re-established the HR team as a credible business partner and a valued added function for team members.
• Evaluated existing HR programs and led changes to address significant issues with talent management. Assignment started with 88 vacancies and a long-standing turnover problem.
• Resolved employee relations and performance issues; developing supervisor training to drive improvement.
I was recruited to join Flowserve which was a great place for me to learn about manufacturing, safety, running a region and with unionlized workers. This role enabled me to expand my HR tool kit and get ready for my next challenges.
• Improved operational performance in partnership with Plant Manager and leadership team. Drove culture change and aligned vision of this historically poor performing facility. Plant won President’s Cup in 2008.
• Turned around Western Region HR team – managed 4 HR staff, supported 640 employees in 11 sites.
• Developed and facilitated CA Harassment Awareness training program, used as the template for the national onsite rollout and online version.
• Facilitated change management and supervisor training sessions for 325 – Overall rating 4.7 on 5.0 scale.
• Planned and implemented closure of a field service center within 10 days of starting employment.
I was promoted to this role following the operation and engagement improvements in the Western Region. This assignment exposed me to the full manufacturing footprint and HR issues in a global context and made me into a better business partner.
• Negotiated 10 collective bargaining agreements in the United States and Canada. All contracts completed on time, under budget with no work stoppages.
• Served as corporate spokesperson for annual European Employee Forum meetings and quarterly consultations.
• Co-chaired German Works Council meetings, with German HR Director, for quarterly negotiations.
• Achieved a 5-year renewal of the agreement with our European Works Council by improving relations.
• Closed 7 separate OFCCP audits in 1 year with no findings or corrective actions.
I was promoted into the business partner role following my performance in Labor Relations. I was ready to engage with senior leadership to help drive initiatives and lead larger HR teams. These lessons were key to my continued development.
• Achieved turnaround of a $160M plant and upgraded leadership in partnership with division executive team.
• Drove the final HR integration phase of 1,700 employee strategic acquisition with 28 sites in 14 countries.
• Led HR side of footprint optimization strategy in partnership with VP, Manufacturing Transition.
• Introduced accountability meetings to the HR team, providing focus through metrics and communications.
• Led global rollout and implementation of strategic workforce planning and forecasting system for HR/Finance.
• Drove 40% reduction in voluntary attrition via targeted action planning across global operations.
• Intensive program that included courses to ramp Financial, Strategic and Marketing skills.
• Led the cap-stone project team - winning the class case study presentation!
Co-chaired inaugural Canine Companions for Independence event. Developed project plan, marketing program and social media campaign. Raised $110,000 to train service dogs to support disabled Veterans. Setting a record for a first time event.
I was recruited to Kohler. Being a huge fan of Kohler's products and the fit with my operations experience, I jumped at the opportunity. This role offered significant challenge and growth due to the scope, complexity and nature of the business. I had a great run at Kohler but was recently impacted by the new organizational design.
• Achieved 13.5% net change in yield for operations in Thailand over 3 years by reorganizing, upgrading talent, improving union relations, caster retention and leadership stability.
• Improved financial performance, increased production volume and stabilized leadership through recruitment and succession planning upgrade.
• Developed and launched Plant Manager Apprenticeship program to improve talent pools for leader roles.
• Created and implemented global key talent dashboard to track plant and technical leadership succession.
• Decreased first year attrition 47% for Casters in Thailand operations by implementing Global Caster School.