Vice President Human Resources

• Jan 2023 - Present

Director of Human Resources

• Feb 2016 - Feb 2023

 Direct the Human Resources function in our four largest plants. Since July 2017, I also have responsibility for plants in Kent, WA and Omaha Ne. Responsible for creating a partnership with operations, managing legal compliance, and managing a national recruitment plan that includes Puerto Rico. I am the HR operational resource for the plants in the company.  Created an immediate focus on retention of hourly employees within company including creating a retention plan with the… Show more  Direct the Human Resources function in our four largest plants. Since July 2017, I also have responsibility for plants in Kent, WA and Omaha Ne. Responsible for creating a partnership with operations, managing legal compliance, and managing a national recruitment plan that includes Puerto Rico. I am the HR operational resource for the plants in the company.  Created an immediate focus on retention of hourly employees within company including creating a retention plan with the Harvest division. This has culminated in signing a contract with the C-Suite consulting group to revamp the hiring, onboarding, orientation, and employee engagement activities in our plants. This was a complete change management process starting with the executive level at our corporate office and then working from plant leadership down through all levels including the hourly leads at our harvest plants.  Partnered with our legal department and division executives to create a development plan for HR staff in the harvest department. Plan was designed to deal with our most common recurring issues and build business awareness.  Inherited a negotiation between our plant and the UFCW that was stalemated regarding how sanitation would be handled. Situation was resolved with a ratified contract in 39 days by facilitating conversation with the union.  Partnered or have lead the following projects: Company clinic opening in Green Bay, WI, social media practice and consistency, online recruiting, enterprise resource planning (ERP) requirement gathering and implementation team, and retention improvement project within the harvest facilities.  In 2016 led the effort to enhance the company’s internship program. Developed partnership with Wisconsin network of Universities to broadcast opportunities for American Foods Group. By the summer of 2017 we had sixteen interns actively working across our facilities. Show less  Direct the Human Resources function in our four largest plants. Since July 2017, I also have responsibility for plants in Kent, WA and Omaha Ne. Responsible for creating a partnership with operations, managing legal compliance, and managing a national recruitment plan that includes Puerto Rico. I am the HR operational resource for the plants in the company.  Created an immediate focus on retention of hourly employees within company including creating a retention plan with the… Show more  Direct the Human Resources function in our four largest plants. Since July 2017, I also have responsibility for plants in Kent, WA and Omaha Ne. Responsible for creating a partnership with operations, managing legal compliance, and managing a national recruitment plan that includes Puerto Rico. I am the HR operational resource for the plants in the company.  Created an immediate focus on retention of hourly employees within company including creating a retention plan with the Harvest division. This has culminated in signing a contract with the C-Suite consulting group to revamp the hiring, onboarding, orientation, and employee engagement activities in our plants. This was a complete change management process starting with the executive level at our corporate office and then working from plant leadership down through all levels including the hourly leads at our harvest plants.  Partnered with our legal department and division executives to create a development plan for HR staff in the harvest department. Plan was designed to deal with our most common recurring issues and build business awareness.  Inherited a negotiation between our plant and the UFCW that was stalemated regarding how sanitation would be handled. Situation was resolved with a ratified contract in 39 days by facilitating conversation with the union.  Partnered or have lead the following projects: Company clinic opening in Green Bay, WI, social media practice and consistency, online recruiting, enterprise resource planning (ERP) requirement gathering and implementation team, and retention improvement project within the harvest facilities.  In 2016 led the effort to enhance the company’s internship program. Developed partnership with Wisconsin network of Universities to broadcast opportunities for American Foods Group. By the summer of 2017 we had sixteen interns actively working across our facilities. Show less

Area Human Resource Manager

• Aug 2011 - Feb 2016

I oversee the human resource function for 8 plants in 5 states. The Spencer, WI location is the second largest manufacturing facility within Land O'Lakes. Spencer, WI is a value added plant, it processes cheese to create higher margin products. It is a union facility (Teamsters). The other 7 locations manufacture feed products under our Purina brand. Three of the seven locations are union. In Spencer, WI I also directly oversee the safety department. Last year we decrease… Show more I oversee the human resource function for 8 plants in 5 states. The Spencer, WI location is the second largest manufacturing facility within Land O'Lakes. Spencer, WI is a value added plant, it processes cheese to create higher margin products. It is a union facility (Teamsters). The other 7 locations manufacture feed products under our Purina brand. Three of the seven locations are union. In Spencer, WI I also directly oversee the safety department. Last year we decrease Worker's Compensation cost from $.69/hour to $.23/hour. We decreased OSHA recordable incidents from 29 to 11 within the facility and had the best year for safety in the plant's history.  Authored a metric based analysis on the current hiring situation and resulting issues which was presented to senior company officers. Created and implemented an action plan based on this analysis in cooperation with corporate resources.  Grievance activity has decreased by an annualized rate of 22% through 2011 and 2012. Part of the team that repaired the working relationship with union representatives within the Spencer plant.  Developed an HR operational play book to increase efficiency within the Spencer facility.  Negotiated contract with Teamsters Union that reduced health care costs by 15%. Show less I oversee the human resource function for 8 plants in 5 states. The Spencer, WI location is the second largest manufacturing facility within Land O'Lakes. Spencer, WI is a value added plant, it processes cheese to create higher margin products. It is a union facility (Teamsters). The other 7 locations manufacture feed products under our Purina brand. Three of the seven locations are union. In Spencer, WI I also directly oversee the safety department. Last year we decrease… Show more I oversee the human resource function for 8 plants in 5 states. The Spencer, WI location is the second largest manufacturing facility within Land O'Lakes. Spencer, WI is a value added plant, it processes cheese to create higher margin products. It is a union facility (Teamsters). The other 7 locations manufacture feed products under our Purina brand. Three of the seven locations are union. In Spencer, WI I also directly oversee the safety department. Last year we decrease Worker's Compensation cost from $.69/hour to $.23/hour. We decreased OSHA recordable incidents from 29 to 11 within the facility and had the best year for safety in the plant's history.  Authored a metric based analysis on the current hiring situation and resulting issues which was presented to senior company officers. Created and implemented an action plan based on this analysis in cooperation with corporate resources.  Grievance activity has decreased by an annualized rate of 22% through 2011 and 2012. Part of the team that repaired the working relationship with union representatives within the Spencer plant.  Developed an HR operational play book to increase efficiency within the Spencer facility.  Negotiated contract with Teamsters Union that reduced health care costs by 15%. Show less

Human Resources Manager

• Oct 2007 - Aug 2011

Human Resources Manager at a ConAgra Foods - Lamb Weston plant in American Falls, ID. It is a union plant with an employee population of 550-650 employees. The plant produces appr. 540,000,000 pounds of frozen potato products a year.  Partnered with operations and corporate resources to formulate plans for union contract negotiations. Conducted due diligence and strategy/issue planning that lead to a successful outcome for both the employees and our facility.  Produced a… Show more Human Resources Manager at a ConAgra Foods - Lamb Weston plant in American Falls, ID. It is a union plant with an employee population of 550-650 employees. The plant produces appr. 540,000,000 pounds of frozen potato products a year.  Partnered with operations and corporate resources to formulate plans for union contract negotiations. Conducted due diligence and strategy/issue planning that lead to a successful outcome for both the employees and our facility.  Produced a Superior score on the McDonald’s Social Accountability Audit, ensuring production orders for our facility.  Achieved an employee engagement level over 70% for our corporate wellness initiative. This percentage was the best engagement level for a plant within all of ConAgra Foods.  Analyzed crewing and overtime usage to create on-call staffing procedures that reduced overtime by an average of 1.5% per month. Savings for last fiscal year was over $120,000.  Established a dialogue with the local Teamsters Union that reduced grievance procedures from 18 in 2007 to 5 for 2008 and 3 in 2009.  Worked with senior management team on goal creation and delivery plan that included: leadership development, safety, and cost maintenance. Show less Human Resources Manager at a ConAgra Foods - Lamb Weston plant in American Falls, ID. It is a union plant with an employee population of 550-650 employees. The plant produces appr. 540,000,000 pounds of frozen potato products a year.  Partnered with operations and corporate resources to formulate plans for union contract negotiations. Conducted due diligence and strategy/issue planning that lead to a successful outcome for both the employees and our facility.  Produced a… Show more Human Resources Manager at a ConAgra Foods - Lamb Weston plant in American Falls, ID. It is a union plant with an employee population of 550-650 employees. The plant produces appr. 540,000,000 pounds of frozen potato products a year.  Partnered with operations and corporate resources to formulate plans for union contract negotiations. Conducted due diligence and strategy/issue planning that lead to a successful outcome for both the employees and our facility.  Produced a Superior score on the McDonald’s Social Accountability Audit, ensuring production orders for our facility.  Achieved an employee engagement level over 70% for our corporate wellness initiative. This percentage was the best engagement level for a plant within all of ConAgra Foods.  Analyzed crewing and overtime usage to create on-call staffing procedures that reduced overtime by an average of 1.5% per month. Savings for last fiscal year was over $120,000.  Established a dialogue with the local Teamsters Union that reduced grievance procedures from 18 in 2007 to 5 for 2008 and 3 in 2009.  Worked with senior management team on goal creation and delivery plan that included: leadership development, safety, and cost maintenance. Show less

HR Manager

• 2006 - 2007

 Reduced turnover by 50% annualized rate in the first five months.  Key architect in improving business performance by focusing total effort on the Key Performance Indicators. Waste was reduced from 12% to 3%, yields improved 25%, and labor usage variance was reduced significantly.  Reduced turnover by 50% annualized rate in the first five months.  Key architect in improving business performance by focusing total effort on the Key Performance Indicators. Waste was reduced from 12% to 3%, yields improved 25%, and labor usage variance was reduced significantly.

Consultant

• Apr 2006 - Oct 2006

Worked as a contract recruiter / staffing specialist for Malt-O-Meal Corporation and MEDTOX Corporation. Areas of responsiblilites included both industrial staffing and exempt level recruiting. Worked as a contract recruiter / staffing specialist for Malt-O-Meal Corporation and MEDTOX Corporation. Areas of responsiblilites included both industrial staffing and exempt level recruiting.

HR Manager

• Aug 2003 - Mar 2006

 Inherited a dysfunctional employee base in a company with flat sales. Worked closely with the President and Board of Directors to launch a complete change management program. Achieved organic growth in revenue from $16 to $28 million over 24 months. Overcame a national competitor who entered the Minneapolis market, and was later acquired by that company (NYSE symbol UNFI).  Constructed a comprehensive performance review and reward system for the company’s order pickers, and… Show more  Inherited a dysfunctional employee base in a company with flat sales. Worked closely with the President and Board of Directors to launch a complete change management program. Achieved organic growth in revenue from $16 to $28 million over 24 months. Overcame a national competitor who entered the Minneapolis market, and was later acquired by that company (NYSE symbol UNFI).  Constructed a comprehensive performance review and reward system for the company’s order pickers, and created a communication plan to insure that the standards were continually reinforced. The plan set minimum and reward levels for productivity, accuracy, and attendance. In 120 days, productivity doubled, error rate decreased from 4.5% to less than 1%, and attendance problems became a non-issue.  Restructured the company healthcare program, resulting in $45,000 in annual employee/employer savings without reduction in coverage. Delivered a 2% increase for the medical insurance benefit renewal for 2004 despite estimates for an 18% increase. Total increase in cost for all benefits to the company was flat, while increasing the company’s 401(k) match. In 2005, delivered a 4% decrease for the company’s medical renewal.  Troubleshot the existing sales compensation plan. Focus on sales growth had caused margin erosion and erratic customer service. Designed & implemented a new compensation plan that was based first on margin, secondly on customer satisfaction, and thirdly on sales growth. Achieved employee buy-in to the new plan, evidenced by zero voluntary turnover of sales staff during 2003-2005.  Re-wrote company hand book and enforced compliance of policies and procedures. Implemented safety committee and effectively dealt with loss prevention.  Conducted human resources due diligence and integration for two successful acquisitions. Acted as part of the negotiation team during the sale of the company. Show less  Inherited a dysfunctional employee base in a company with flat sales. Worked closely with the President and Board of Directors to launch a complete change management program. Achieved organic growth in revenue from $16 to $28 million over 24 months. Overcame a national competitor who entered the Minneapolis market, and was later acquired by that company (NYSE symbol UNFI).  Constructed a comprehensive performance review and reward system for the company’s order pickers, and… Show more  Inherited a dysfunctional employee base in a company with flat sales. Worked closely with the President and Board of Directors to launch a complete change management program. Achieved organic growth in revenue from $16 to $28 million over 24 months. Overcame a national competitor who entered the Minneapolis market, and was later acquired by that company (NYSE symbol UNFI).  Constructed a comprehensive performance review and reward system for the company’s order pickers, and created a communication plan to insure that the standards were continually reinforced. The plan set minimum and reward levels for productivity, accuracy, and attendance. In 120 days, productivity doubled, error rate decreased from 4.5% to less than 1%, and attendance problems became a non-issue.  Restructured the company healthcare program, resulting in $45,000 in annual employee/employer savings without reduction in coverage. Delivered a 2% increase for the medical insurance benefit renewal for 2004 despite estimates for an 18% increase. Total increase in cost for all benefits to the company was flat, while increasing the company’s 401(k) match. In 2005, delivered a 4% decrease for the company’s medical renewal.  Troubleshot the existing sales compensation plan. Focus on sales growth had caused margin erosion and erratic customer service. Designed & implemented a new compensation plan that was based first on margin, secondly on customer satisfaction, and thirdly on sales growth. Achieved employee buy-in to the new plan, evidenced by zero voluntary turnover of sales staff during 2003-2005.  Re-wrote company hand book and enforced compliance of policies and procedures. Implemented safety committee and effectively dealt with loss prevention.  Conducted human resources due diligence and integration for two successful acquisitions. Acted as part of the negotiation team during the sale of the company. Show less

HR Manager

• Mar 2001 - Oct 2003

 Upon hire, confronted a serious employee relations problem caused by a recent acquisition and resulting layoff. Took control of the situation and restored order. Instituted an employee moral survey process that facilitated dialogue between management and employees. Employee moral markers rose from an overall level of 36% to 57% in 12 months. Employee satisfaction with the work of the Human Resources department rose from 41% to 70% in 24 months.  Collaborated with the CFO to… Show more  Upon hire, confronted a serious employee relations problem caused by a recent acquisition and resulting layoff. Took control of the situation and restored order. Instituted an employee moral survey process that facilitated dialogue between management and employees. Employee moral markers rose from an overall level of 36% to 57% in 12 months. Employee satisfaction with the work of the Human Resources department rose from 41% to 70% in 24 months.  Collaborated with the CFO to reduce worker’s compensation costs by controlling liabilities on existing cases and using loss control methods to prevent new costs from occurring. Reduced worker’s compensation experience rating from 1.49 to 1.21 in 24 months. Strengthened OSHA compliance.  Restructured the employee benefits program, including health and welfare, time-off and 401(k) plans. These new programs appealed to employees while allowing the company to maintain flat spending even during a period of double-digit cost increases for benefit programs overall.  Coached the operations management team on performance appraisals. Led them to enhance the appraisal system by adding metrics. Achieved productivity increases and employee support. Show less  Upon hire, confronted a serious employee relations problem caused by a recent acquisition and resulting layoff. Took control of the situation and restored order. Instituted an employee moral survey process that facilitated dialogue between management and employees. Employee moral markers rose from an overall level of 36% to 57% in 12 months. Employee satisfaction with the work of the Human Resources department rose from 41% to 70% in 24 months.  Collaborated with the CFO to… Show more  Upon hire, confronted a serious employee relations problem caused by a recent acquisition and resulting layoff. Took control of the situation and restored order. Instituted an employee moral survey process that facilitated dialogue between management and employees. Employee moral markers rose from an overall level of 36% to 57% in 12 months. Employee satisfaction with the work of the Human Resources department rose from 41% to 70% in 24 months.  Collaborated with the CFO to reduce worker’s compensation costs by controlling liabilities on existing cases and using loss control methods to prevent new costs from occurring. Reduced worker’s compensation experience rating from 1.49 to 1.21 in 24 months. Strengthened OSHA compliance.  Restructured the employee benefits program, including health and welfare, time-off and 401(k) plans. These new programs appealed to employees while allowing the company to maintain flat spending even during a period of double-digit cost increases for benefit programs overall.  Coached the operations management team on performance appraisals. Led them to enhance the appraisal system by adding metrics. Achieved productivity increases and employee support. Show less

SR. Consultant

• 1997 - 2001

 Varied career encompassed HR programs, program management, programming, and client management.  Managed the administration on two $50 million dollar projects including contractual and service level requirements. Gathered, analyzed, and reported data to senior management.  Varied career encompassed HR programs, program management, programming, and client management.  Managed the administration on two $50 million dollar projects including contractual and service level requirements. Gathered, analyzed, and reported data to senior management.

Non-Commissioned Officer

• Dec 1996 - Jan 2000

7th Special Forces Group based in New Brighton, MN 7th Special Forces Group based in New Brighton, MN

Non-Commissioned Officer

• Oct 1992 - May 1996

Paratrooper 1/504. 82nd Airborne Paratrooper 1/504. 82nd Airborne