Dave was the HR Manager at GM's Fuel Cell Activities site from 2008 through the site's closure and operations relocation in 2012. I was a peer on the site leadership team with Dave for several years during this period. During this time the Fuel Cell operation (and GM in general) was very dynamic with regards to operational capability and the staffing needed to support it. Dave was always ahead of the curve, with a clear plan for how to proceed, and the capability and confidence required to put the plan into effect. Dave's success in keeping a high-tech and fast-paced operation staffed with very talented and energized people is a testament to his dedication and abilities. When the site closure was announced, Dave's ability to organize and carry out a large-scale transition while minimizing the impact to the individual employees was clearly demonstrated. Consensus among the affected employees I talked to was not one of feeling like just a number but instead one of appreciation for the care, thought and effort that went into the plan and how they were valued and helped through the process. I would happily recommend Dave for a future role in HR or other leadership roles.

Dave was the HR Manager at GM's Fuel Cell Activities site from 2008 through the site's closure and operations relocation in 2012. I was a peer on the site leadership team with Dave for several years during this period. During this time the Fuel Cell operation (and GM in general) was very dynamic with regards to operational capability and the staffing needed to support it. Dave was always ahead of the curve, with a clear plan for how to proceed, and the capability and confidence required to put the plan into effect. Dave's success in keeping a high-tech and fast-paced operation staffed with very talented and energized people is a testament to his dedication and abilities. When the site closure was announced, Dave's ability to organize and carry out a large-scale transition while minimizing the impact to the individual employees was clearly demonstrated. Consensus among the affected employees I talked to was not one of feeling like just a number but instead one of appreciation for the care, thought and effort that went into the plan and how they were valued and helped through the process. I would happily recommend Dave for a future role in HR or other leadership roles.

Dave was the HR Manager at GM's Fuel Cell Activities site from 2008 through the site's closure and operations relocation in 2012. I was a peer on the site leadership team with Dave for several years during this period. During this time the Fuel Cell operation (and GM in general) was very dynamic with regards to operational capability and the staffing needed to support it. Dave was always ahead of the curve, with a clear plan for how to proceed, and the capability and confidence required to put the plan into effect. Dave's success in keeping a high-tech and fast-paced operation staffed with very talented and energized people is a testament to his dedication and abilities. When the site closure was announced, Dave's ability to organize and carry out a large-scale transition while minimizing the impact to the individual employees was clearly demonstrated. Consensus among the affected employees I talked to was not one of feeling like just a number but instead one of appreciation for the care, thought and effort that went into the plan and how they were valued and helped through the process. I would happily recommend Dave for a future role in HR or other leadership roles.