Experience

National Association of Manufacturers - NAM
• United States
• Government Relations Services
• 200 - 300 Employee
• Board Member

  • Sep 2023 - Present


Rayonier Advanced Materials

• United States
• Paper and Forest Product Manufacturing
• 1 - 100 Employee

• Chief Administrative Officer and SVP, Human Resources

  • Feb 2021 - Present

• SVP - Human Resources

  • Jun 2014 - Feb 2021

  Rayonier Inc. initiated a separation of its specialty chemicals division in June 2014, and established a new company called Rayonier Advanced Materials. Was asked to join the new company as SVP, Human Resources because of a background in M&A and specialty chemical company operations.For both companies, accountable for all aspects of the human resources, corporate safety and administrative functions for the corporation. Initially recruited to overhaul the HR function to centralize the reporting responsibility, transform the operational aspects of the organization, and establish a talent management function. Organization Change – As the principle change management champion, coached the organization through multiple changes.HR Transformation – Implemented a philosophy and standard of expectation related to the efficient and effective operations within the HR organization utilizing lean tools and principles.Compensation and Benefits – Implemented programs that are aligned with shareholder interests, competitive and retentive for executives, and deliver appropriate value at an appropriate cost. Implement cost containment efforts within competitive programs that meet employee’s needs and hold plan inflation at less than national trends.Talent and Organization Capability – Implement a build versus buy philosophy supported by programs that develop employees, manage performance, build retention, and establish strong succession plans.Corporate Safety – Establish a department of technical experts who influence the organization through standards and programs to achieve the corporate safety vision of everybody going home safely every day. Show less



Rayonier

• Forestry and Logging
• 500 - 600 Employee

• SVP - Human Resources

  • Mar 2013 - Jun 2014

• VP of Human Resources

  • Oct 2010 - Mar 2013



Albemarle Corporation

• United States
• Chemical Manufacturing
• 700 & Above Employee

• Global HR Director

  • Jan 2008 - Oct 2010

  Accountable for the global operations of Compensation and Benefits, Talent Management, Learning and Development, HRIS, and HR operations. Additional responsibilities include executive compensation design and support of the Executive Compensation Committee of the Board of Directors.• Implemented numerous operational improvements and efficiencies in moving from a geographic/functional approach to delivering HR services in a global service center model• Implemented a $3MM capital project with a Business Process Outsource (BPO) partner focused on a global HRIS and outsourced processes delivering significant annual savings.• Implemented global Talent Management activities that resulted in an annual savings by leveraging a Recruiting Process Outsource (RPO) partnership.• Redesigned US Health and Welfare programs to include Healthy Lifestyle mandates with a forecasted rollback of expense to 2008 levels.• Initiated a Talent Management philosophy and began implementing the concepts of “Talent On-demand” modeled after the Supply Chain processes. Show less

• HR Director

  • Mar 2006 - Mar 2008

  Accountable for the HR activities for Albemarle’s Asia Pacific operations. Responsibilities include strategic HR initiatives, compensation, employee development, organizational effectiveness, and leadership alignment. Lived and worked in Singapore and Shanghai, China.• Successfully built the HR infrastructure for the Asia Pacific operations. This included HR staffing, development of HR processes, key resource staffing, and manufacturing site construction support.• Outsourced benefit management program in Singapore resulting in annual savings of greater than $75k.• Implemented supplemental benefits program in China that replaced FESCO provided program resulting in better benefits and annual savings of greater than $100k.• Successfully managed the integration of several acquisitions into the corporation, including one in Korea and China.• Implemented retention programs consisting of training, compensation, and benefits in China that resulted in a turnover rate of less than 5% compared to a national industry average of greater than 15%.• Identified and implemented succession plans for key staff that proactively supported the growth initiatives in the region. This resulted in reduced recruiting expense and lower turnover. Show less



Albemarle

• United States
• Mining

• HR Director

  • 2002 - 2006

  Accountable for the Human Resources responsibilities for the United States. Scope of responsibility included business operations, manufacturing, supply chain, and functional groups. • Negotiated multiple labor contracts, one of which resulted in $2-3MM of annual savings, which was necessary due to a loss of business at the site. • Designed and implemented the company’s first sales incentives plan that rewarded growth and business retention. • Participated on a strategic team responsible for defining the company’s Manufacturing 2008 vision. Implemented results included succession plans for senior management and realignment of manufacturing management responsibility. • Managed the implementation plan for the company’s conversion from a Defined Benefit plan to a Defined Contribution plan. Show less



Koch Industries

• Manufacturing
• 1 - 100 Employee

• HR Director

  • Jan 1991 - Mar 2002

  Responsibilities included the leadership of multiple departments including Human Resources, Finance, Information Systems, and Procurement. Departmental responsibility consisted of ten direct reports and approximately 100 employees with an annual budget responsibility of $28 million. • Successfully designed and implemented an integrated Performance Management system consisting of objective-based planning tools, cultural-based appraisals, and scorecard-based incentives. • Designed and successfully implemented progression system for 500 hourly employee workforce which provided incentives for multi-skill career paths. • Maintained non-union environment during largest reorganization of the division, including an actual organizing attempt. • Created a cohesive, integrated shared services group that reduced operating expenses by 15% and improved services. • Invested over $5MM toward building an integrated, centralized training group designed to support a progressive, learning organization. • Successfully integrated two distinctly different cultures into one cohesive organization through training, problem resolution, and effective employee relations. • Participated in the successful structure of the refinery purchase to avoid recognition of the bargaining unit in place prior to the takeover. • Implemented a performance development system for all employees based on company culture and philosophical goals. • Successfully defended multiple discrimination and unfair labor practice charges resulting from the acquisition without a single citation. Show less



Jostens

• United States
• Manufacturing
• 700 & Above Employee

• HR Manager

  • Aug 1988 - Dec 1991

  • Progressed through entry-level human resources position to obtain the HR Manager position within 2 years. • Successfully achieved annual recruiting goals to support the seasonal workload of the operation. • Maintained union-free operations through effective employee communications and aggressive prevention efforts. • Implemented several necessary but unpleasant medical plan changes and cost sharing options without major disruption. • Progressed through entry-level human resources position to obtain the HR Manager position within 2 years. • Successfully achieved annual recruiting goals to support the seasonal workload of the operation. • Maintained union-free operations through effective employee communications and aggressive prevention efforts. • Implemented several necessary but unpleasant medical plan changes and cost sharing options without major disruption.