Experience

Marinello Schools of Beauty

• United States
• Higher Education
• 200 - 300 Employee

• Vice President of Human Resources

  • May 2009 - Present

  Responsible for all Human Resources and Payroll activities for this growing Company in the vocational school business.



SafeGuard Health Enterprises, Inc.

• Vice President, Human Resources

  • Jul 2003 - Jul 2008

  Dental and Vision Insurance Company; $210MM / year. • Challenge: Cultural integration of rapidly growing company to position it for sale. Four major acquisitions in 3 years, including one of an equal size entity. Employee population increased from 150 to 400 in three years, revenue from $75M to $210M. Results: All key productivity measures improved each year and increased company's market value. • Challenge: Encountered a single deal breaker with potential buyers bargaining unit… Show more Dental and Vision Insurance Company; $210MM / year. • Challenge: Cultural integration of rapidly growing company to position it for sale. Four major acquisitions in 3 years, including one of an equal size entity. Employee population increased from 150 to 400 in three years, revenue from $75M to $210M. Results: All key productivity measures improved each year and increased company's market value. • Challenge: Encountered a single deal breaker with potential buyers bargaining unit. Results: Removed bargaining unit in less than one year avoiding decertification process. Company successfully sold to MetLife. • Challenge: Project management of strategic expansion program - staffing, training and facilities. Results: Opened call center in San Antonio in less than 4 months, from concept to operation. • Challenge: Redesign the recruiting program to impact 40% annual turnover. Results: Reduced turnover 10 percentage points in first year, by modifying selection process. • Challenge: Restructure the business units to resolve a broad range of human resources issues. Results: Restructured several operational departments gaining efficiencies. Resolved open employee complaints, without the need for litigation, regulatory involvement or legal costs. Show less



International Education Corporation

• United States
• Higher Education
• 100 - 200 Employee

• EVP, Human Resources

  • Mar 1999 - Sep 2002

  Education and Training Services Company; $55MM/year • Challenge: A turnaround, with 11 organizations, high turnover in leadership (provided counsel/guidance to 4 Presidents over a 2½ year timeframe), non-competitive benefits package at high costs, limited profitability and cash squeezed. Results: Redesigned all the benefits programs and transitioned them higher quality providers. Saved $700,000 per year, improved employee morale and competitive recruiting status. Redesigned the… Show more Education and Training Services Company; $55MM/year • Challenge: A turnaround, with 11 organizations, high turnover in leadership (provided counsel/guidance to 4 Presidents over a 2½ year timeframe), non-competitive benefits package at high costs, limited profitability and cash squeezed. Results: Redesigned all the benefits programs and transitioned them higher quality providers. Saved $700,000 per year, improved employee morale and competitive recruiting status. Redesigned the recruiting program saving $200,000 per year and reducing time to hire. Modified the organizational structure to a team-based operation and achieved operational autonomy and accountability Reduced negative cash flow by closing 6 campuses, without complaints or litigation from students or employees. Show less



ITT Inc.

• United States
• Industrial Machinery Manufacturing
• 700 & Above Employee

• Director, Human Resources

  • Aug 1995 - Sep 1999

  Design, Manufacture, and Sale of Oil and Gas Instrumentation • Challenge: Tasked with the total Human Resources function for a 5-site, multi-national entrepreneurial company, formerly ITT Barton, part of ITT Industries. Acquisition of the company demanded a change from a Fortune 50 climate to one of a highly leveraged entrepreneurial entity. Labor relations were adversarial and litigious. Productivity was low. Cooperation was reluctantly given. • Results: Created several training… Show more Design, Manufacture, and Sale of Oil and Gas Instrumentation • Challenge: Tasked with the total Human Resources function for a 5-site, multi-national entrepreneurial company, formerly ITT Barton, part of ITT Industries. Acquisition of the company demanded a change from a Fortune 50 climate to one of a highly leveraged entrepreneurial entity. Labor relations were adversarial and litigious. Productivity was low. Cooperation was reluctantly given. • Results: Created several training and communications programs to bring together Labor and Management. This achieved the cultural change required. Unit became cohesive. Reduced open grievances from 100+ to 1. Negotiated a contract with an annual cost increase of less than 2% per year. Contract was ratified with a 116 to 11 vote. Strategic partner in a four person operational turnaround group that delivered a $3.1MM increase in profitability, in the first 12-months. Designed new recruiting approaches geared to the changing marketplace and reinforced change initiatives, through selection and recruitment. Received Department of Labor EEO certificate of compliance after desk and onsite compliance reviews. Show less



Emerson

• United States
• Industrial Machinery Manufacturing
• 700 & Above Employee

• Vice President Human Resources

  • Feb 1982 - Jan 1995

  Numerous positions ending with, VP, Human Resources, Rosemount Analytical. Manufacturer of Oil/Gas Instrumentation • Operated in matrix system supporting all organizations effectively. Responsible for 3 Divisions including 7 plants in 3 countries, plus sales offices. • Reengineered the organization into 3 different and fully functioning divisions based upon products and markets served. Closed 3 facilities in 2 countries with no negative legal actions. • Created 3 divisions… Show more Numerous positions ending with, VP, Human Resources, Rosemount Analytical. Manufacturer of Oil/Gas Instrumentation • Operated in matrix system supporting all organizations effectively. Responsible for 3 Divisions including 7 plants in 3 countries, plus sales offices. • Reengineered the organization into 3 different and fully functioning divisions based upon products and markets served. Closed 3 facilities in 2 countries with no negative legal actions. • Created 3 divisions all operating profitably and serving their customers effectively. Increased efficiency and held SGA expenses in line. • Redesigned sales compensation and benefit programs with no loss of sales momentum. • Maintained or improved employee attitude survey measurements. Director of Human Resources for Beckman Industrial (Emerson Electric Division) Manager, Industrial Relations for Emerson Motor Company Manager, Training and Development for Emerson Motor Company Show less



Cambro Manufacturing

• United States
• Food and Beverage Services
• 300 - 400 Employee

• Director, Human Resources

  • 1988 - 1989