Lisa Bell, MBA
Vice President Global Human Resources at DESTACO- Claim this Profile
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Bio
Kathy Chiaravalli, GPHR
Lisa is a gifted, extremely knowledgeable, tireless transformational CHRO and business leader. She quickly designs and implements solutions and processes to drive business results. She is a highly effective global talent management leader with a multi company track record of adding value cost effectively. She is particularly good at building and implementing cohesive talent management strategies and programs at organizations that lack a unified approach. She is equally effective with publicly traded, private equity and family owned firms.
Jessica Evans
Lisa and I worked together when she was a senior leader with NSF International. She is extremely approachable and committed to having high quality connections with all, not ever focusing on your position within the company. One of the greatest impacts Lisa had on my career, was when she supported bringing more focus on positive business into our culture, working very closely with the University of Michigan. Lisa is an expert in understanding people and their needs, leading with kindness and compassion. I have learned so much from her that has benefited my life both personally and professionally.
Kathy Chiaravalli, GPHR
Lisa is a gifted, extremely knowledgeable, tireless transformational CHRO and business leader. She quickly designs and implements solutions and processes to drive business results. She is a highly effective global talent management leader with a multi company track record of adding value cost effectively. She is particularly good at building and implementing cohesive talent management strategies and programs at organizations that lack a unified approach. She is equally effective with publicly traded, private equity and family owned firms.
Jessica Evans
Lisa and I worked together when she was a senior leader with NSF International. She is extremely approachable and committed to having high quality connections with all, not ever focusing on your position within the company. One of the greatest impacts Lisa had on my career, was when she supported bringing more focus on positive business into our culture, working very closely with the University of Michigan. Lisa is an expert in understanding people and their needs, leading with kindness and compassion. I have learned so much from her that has benefited my life both personally and professionally.
Kathy Chiaravalli, GPHR
Lisa is a gifted, extremely knowledgeable, tireless transformational CHRO and business leader. She quickly designs and implements solutions and processes to drive business results. She is a highly effective global talent management leader with a multi company track record of adding value cost effectively. She is particularly good at building and implementing cohesive talent management strategies and programs at organizations that lack a unified approach. She is equally effective with publicly traded, private equity and family owned firms.
Jessica Evans
Lisa and I worked together when she was a senior leader with NSF International. She is extremely approachable and committed to having high quality connections with all, not ever focusing on your position within the company. One of the greatest impacts Lisa had on my career, was when she supported bringing more focus on positive business into our culture, working very closely with the University of Michigan. Lisa is an expert in understanding people and their needs, leading with kindness and compassion. I have learned so much from her that has benefited my life both personally and professionally.
Kathy Chiaravalli, GPHR
Lisa is a gifted, extremely knowledgeable, tireless transformational CHRO and business leader. She quickly designs and implements solutions and processes to drive business results. She is a highly effective global talent management leader with a multi company track record of adding value cost effectively. She is particularly good at building and implementing cohesive talent management strategies and programs at organizations that lack a unified approach. She is equally effective with publicly traded, private equity and family owned firms.
Jessica Evans
Lisa and I worked together when she was a senior leader with NSF International. She is extremely approachable and committed to having high quality connections with all, not ever focusing on your position within the company. One of the greatest impacts Lisa had on my career, was when she supported bringing more focus on positive business into our culture, working very closely with the University of Michigan. Lisa is an expert in understanding people and their needs, leading with kindness and compassion. I have learned so much from her that has benefited my life both personally and professionally.
Credentials
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Behavior-Based Interviewing
DDI | Development Dimensions International -
Hogan Leadership Assessment Coaching
Hogan Assessment Systems -
Strategic Business Partner
Main Captiva, LLC
Experience
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DESTACO
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United States
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Automation Machinery Manufacturing
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100 - 200 Employee
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Vice President Global Human Resources
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Feb 2023 - Present
Lead people & culture strategy and initiatives for Destaco globally - rejoining the team to support continued success and growth. Lead people & culture strategy and initiatives for Destaco globally - rejoining the team to support continued success and growth.
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TriCore Consulting - Talent Matters
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Ann Arbor, Michigan, United States
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Consulting Partner & Owner
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Aug 2022 - Present
Accelerating Results Through Talent: HR consulting, advising and Interim or Fractional HR Leadership for companies to help accelerate results through talent. Aligning Strategy, Talent and Process is at the Core for sustainable success and thriving cultures. Focus: - Talent Strategy - HR Transformation - HRIS Strategy - Organization Design (Right People, Right Place to Execute Strategy) - Mergers, Acquisition & Integration (M&A) - Executive and Leadership… Show more Accelerating Results Through Talent: HR consulting, advising and Interim or Fractional HR Leadership for companies to help accelerate results through talent. Aligning Strategy, Talent and Process is at the Core for sustainable success and thriving cultures. Focus: - Talent Strategy - HR Transformation - HRIS Strategy - Organization Design (Right People, Right Place to Execute Strategy) - Mergers, Acquisition & Integration (M&A) - Executive and Leadership Coaching Show less Accelerating Results Through Talent: HR consulting, advising and Interim or Fractional HR Leadership for companies to help accelerate results through talent. Aligning Strategy, Talent and Process is at the Core for sustainable success and thriving cultures. Focus: - Talent Strategy - HR Transformation - HRIS Strategy - Organization Design (Right People, Right Place to Execute Strategy) - Mergers, Acquisition & Integration (M&A) - Executive and Leadership… Show more Accelerating Results Through Talent: HR consulting, advising and Interim or Fractional HR Leadership for companies to help accelerate results through talent. Aligning Strategy, Talent and Process is at the Core for sustainable success and thriving cultures. Focus: - Talent Strategy - HR Transformation - HRIS Strategy - Organization Design (Right People, Right Place to Execute Strategy) - Mergers, Acquisition & Integration (M&A) - Executive and Leadership Coaching Show less
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Ficosa North America
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United States
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Motor Vehicle Manufacturing
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200 - 300 Employee
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Head of Human Resources - Interim/Consulting
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Sep 2022 - Feb 2023
Led HR transformation for the US for top-tier global automotive supplier, Ficosa, which is headquartered in Spain with ownership by both Spanish family and Japanese partner Panasonic. ▪ Assessed situation and developed strategy, plan and strong relationships in a short amount of time. ▪ Strengthened team and direction to enhance culture and enable effectiveness and results. ▪ Partner/Coach to CEO. ▪ Completed hourly job structure and pay assessment and recommendations to enhance… Show more Led HR transformation for the US for top-tier global automotive supplier, Ficosa, which is headquartered in Spain with ownership by both Spanish family and Japanese partner Panasonic. ▪ Assessed situation and developed strategy, plan and strong relationships in a short amount of time. ▪ Strengthened team and direction to enhance culture and enable effectiveness and results. ▪ Partner/Coach to CEO. ▪ Completed hourly job structure and pay assessment and recommendations to enhance awareness, competitiveness and retention. ▪ Developed company foundational strategy elements summary for team communication - enhancing clarity and connectedness. Show less Led HR transformation for the US for top-tier global automotive supplier, Ficosa, which is headquartered in Spain with ownership by both Spanish family and Japanese partner Panasonic. ▪ Assessed situation and developed strategy, plan and strong relationships in a short amount of time. ▪ Strengthened team and direction to enhance culture and enable effectiveness and results. ▪ Partner/Coach to CEO. ▪ Completed hourly job structure and pay assessment and recommendations to enhance… Show more Led HR transformation for the US for top-tier global automotive supplier, Ficosa, which is headquartered in Spain with ownership by both Spanish family and Japanese partner Panasonic. ▪ Assessed situation and developed strategy, plan and strong relationships in a short amount of time. ▪ Strengthened team and direction to enhance culture and enable effectiveness and results. ▪ Partner/Coach to CEO. ▪ Completed hourly job structure and pay assessment and recommendations to enhance awareness, competitiveness and retention. ▪ Developed company foundational strategy elements summary for team communication - enhancing clarity and connectedness. Show less
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Quality Steel Corporation
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United States
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Oil and Gas
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1 - 100 Employee
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Vice President, Human Resources for LT Corporation Companies
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May 2020 - Aug 2022
Led Human Resources Transformation and Environmental Health & Safety for the growing Family-owned and Employee-owned (ESOP) company – achieving extraordinary sustainable changes and results in a short amount of time. ▪ Developed/implemented HR strategy and transformation, enabling efficient and effective support of the current business size and ability to scale for growth. Built and staffed centers of expertise (COEs) in core HR functions. ▪ Supported successful… Show more Led Human Resources Transformation and Environmental Health & Safety for the growing Family-owned and Employee-owned (ESOP) company – achieving extraordinary sustainable changes and results in a short amount of time. ▪ Developed/implemented HR strategy and transformation, enabling efficient and effective support of the current business size and ability to scale for growth. Built and staffed centers of expertise (COEs) in core HR functions. ▪ Supported successful acquisition and integration of new business and ongoing due diligence. ▪ Developed and implemented new performance-based bonus plan. ▪ Supported the alignment of organization structure with strategy including onboarding key talent in new and enhanced positions. ▪ Led the negotiations strategy for collective bargaining agreement for the company’s former union represented site. Led the follow up communication and action planning as a result of the new non-union status. ▪ Enabled the organization to successfully add 2nd shift in record time in challenging labor market to meet demand – increasing hourly workforce by 40% and saving $500k in recruiting fees. ▪ As a new government contracting business, established our compliant processes, tools and systems including implementation of new applicant tracking system (ATS). ▪ Strengthened attraction and retention by assessing and articulating our Total Rewards strategy. Developed and implemented: executive compensation elements including long-term incentive plan; new salaried and hourly job structure and ranges; marketing communications for the company’s ESOP. ▪ Upgraded benefits partner resulting in enhanced plans and 15% savings. ▪ Optimized HRIS & payroll system – ensuring stable foundation and process accuracy. ▪ Partnered with Director, HS&E and operations, to develop and implement the HS&E strategy including focus on completion of top compliance programs and leading metrics. Show less Led Human Resources Transformation and Environmental Health & Safety for the growing Family-owned and Employee-owned (ESOP) company – achieving extraordinary sustainable changes and results in a short amount of time. ▪ Developed/implemented HR strategy and transformation, enabling efficient and effective support of the current business size and ability to scale for growth. Built and staffed centers of expertise (COEs) in core HR functions. ▪ Supported successful… Show more Led Human Resources Transformation and Environmental Health & Safety for the growing Family-owned and Employee-owned (ESOP) company – achieving extraordinary sustainable changes and results in a short amount of time. ▪ Developed/implemented HR strategy and transformation, enabling efficient and effective support of the current business size and ability to scale for growth. Built and staffed centers of expertise (COEs) in core HR functions. ▪ Supported successful acquisition and integration of new business and ongoing due diligence. ▪ Developed and implemented new performance-based bonus plan. ▪ Supported the alignment of organization structure with strategy including onboarding key talent in new and enhanced positions. ▪ Led the negotiations strategy for collective bargaining agreement for the company’s former union represented site. Led the follow up communication and action planning as a result of the new non-union status. ▪ Enabled the organization to successfully add 2nd shift in record time in challenging labor market to meet demand – increasing hourly workforce by 40% and saving $500k in recruiting fees. ▪ As a new government contracting business, established our compliant processes, tools and systems including implementation of new applicant tracking system (ATS). ▪ Strengthened attraction and retention by assessing and articulating our Total Rewards strategy. Developed and implemented: executive compensation elements including long-term incentive plan; new salaried and hourly job structure and ranges; marketing communications for the company’s ESOP. ▪ Upgraded benefits partner resulting in enhanced plans and 15% savings. ▪ Optimized HRIS & payroll system – ensuring stable foundation and process accuracy. ▪ Partnered with Director, HS&E and operations, to develop and implement the HS&E strategy including focus on completion of top compliance programs and leading metrics. Show less
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Orchid Orthopedic Solutions
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United States
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Medical Equipment Manufacturing
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500 - 600 Employee
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Chief Human Resources Officer – Global Human Resources
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Dec 2017 - Feb 2020
As Private Equity-owned company’s first CHRO, led global HR team, establishing extraordinary changes and results in a short amount of time. ▪ Developed/implemented HR strategy and transformation, enabling Orchid to scale for global growth. ▪ Built and staffed HR centers of expertise (HR COEs) in talent management, talent acquisition, total rewards and HRIS. ▪ Aligned and upgraded HR partner and generalist team to accelerate move to centralized approach. ▪ Identified and… Show more As Private Equity-owned company’s first CHRO, led global HR team, establishing extraordinary changes and results in a short amount of time. ▪ Developed/implemented HR strategy and transformation, enabling Orchid to scale for global growth. ▪ Built and staffed HR centers of expertise (HR COEs) in talent management, talent acquisition, total rewards and HRIS. ▪ Aligned and upgraded HR partner and generalist team to accelerate move to centralized approach. ▪ Identified and realized more than $1 million in savings in Year 1 in recruitment, temporary talent and benefits. ▪ Aligned organization structure with strategy across operations, commercial, engineering and support functions to support value creation plan and acceleration of results. ▪ Designed and implemented global talent management approach, including performance management, talent review and leadership development; talent architecture for career growth transparency, rewards structure and equity; and first talent dashboard with key metrics for enhanced decision-making. ▪ Implemented global recruitment and selection process, and recruitment process outsource partner model for U.S. talent acquisition, reducing spend by 50% – $1.5 million annually – while significantly decreasing turnover and increasing operational results. ▪ Developed HR technology strategy and road map. ▪ Successfully implemented new Global HRIS platform (Workday from Oracle) and U.S. payroll/benefits system project on time and budget, achieving efficiencies and savings. ▪ Reviewed and developed total rewards strategy; rolled out new U.S. welfare benefits, enhanced paid time off and 401(k) match program, and improved market-competitive rewards for U.S. workforce, including new global variable compensation plans at reduced company cost. ▪ Introduced positive employee relations, stabilized employee relations issues at two key sites and defeated two union drives by addressing employee concerns without increasing costs. Show less As Private Equity-owned company’s first CHRO, led global HR team, establishing extraordinary changes and results in a short amount of time. ▪ Developed/implemented HR strategy and transformation, enabling Orchid to scale for global growth. ▪ Built and staffed HR centers of expertise (HR COEs) in talent management, talent acquisition, total rewards and HRIS. ▪ Aligned and upgraded HR partner and generalist team to accelerate move to centralized approach. ▪ Identified and… Show more As Private Equity-owned company’s first CHRO, led global HR team, establishing extraordinary changes and results in a short amount of time. ▪ Developed/implemented HR strategy and transformation, enabling Orchid to scale for global growth. ▪ Built and staffed HR centers of expertise (HR COEs) in talent management, talent acquisition, total rewards and HRIS. ▪ Aligned and upgraded HR partner and generalist team to accelerate move to centralized approach. ▪ Identified and realized more than $1 million in savings in Year 1 in recruitment, temporary talent and benefits. ▪ Aligned organization structure with strategy across operations, commercial, engineering and support functions to support value creation plan and acceleration of results. ▪ Designed and implemented global talent management approach, including performance management, talent review and leadership development; talent architecture for career growth transparency, rewards structure and equity; and first talent dashboard with key metrics for enhanced decision-making. ▪ Implemented global recruitment and selection process, and recruitment process outsource partner model for U.S. talent acquisition, reducing spend by 50% – $1.5 million annually – while significantly decreasing turnover and increasing operational results. ▪ Developed HR technology strategy and road map. ▪ Successfully implemented new Global HRIS platform (Workday from Oracle) and U.S. payroll/benefits system project on time and budget, achieving efficiencies and savings. ▪ Reviewed and developed total rewards strategy; rolled out new U.S. welfare benefits, enhanced paid time off and 401(k) match program, and improved market-competitive rewards for U.S. workforce, including new global variable compensation plans at reduced company cost. ▪ Introduced positive employee relations, stabilized employee relations issues at two key sites and defeated two union drives by addressing employee concerns without increasing costs. Show less
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NSF
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United States
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Public Safety
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700 & Above Employee
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Chief Human Resources Officer – Vice President, Global Human Resources
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Jan 2016 - Dec 2017
Led HR transformation and global HR team; developed and executed HR strategy aligned with business strategy in partnership with leadership team and Board of Directors. ▪ Established new HR structure focused on developing and leveraging global communities of expertise and HR business partner network. ▪ Aligned and upgraded HR team and processes to enable scaling for growth. ▪ Led development of first talent dashboard with key talent metrics and best-in-class data… Show more Led HR transformation and global HR team; developed and executed HR strategy aligned with business strategy in partnership with leadership team and Board of Directors. ▪ Established new HR structure focused on developing and leveraging global communities of expertise and HR business partner network. ▪ Aligned and upgraded HR team and processes to enable scaling for growth. ▪ Led development of first talent dashboard with key talent metrics and best-in-class data visualization. ▪ Improved talent acquisition performance metrics, dramatically decreasing days to fill from 90 to 45 days within five months while increasing quality of candidate pool. ▪ Executed due diligence and integration of two complex global acquisitions. ▪ Led first global culture survey (McKinsey OHI) initiative focused on improving strategic clarity; integrating acquisitions, performance management and incentives; and developing team members. Show less Led HR transformation and global HR team; developed and executed HR strategy aligned with business strategy in partnership with leadership team and Board of Directors. ▪ Established new HR structure focused on developing and leveraging global communities of expertise and HR business partner network. ▪ Aligned and upgraded HR team and processes to enable scaling for growth. ▪ Led development of first talent dashboard with key talent metrics and best-in-class data… Show more Led HR transformation and global HR team; developed and executed HR strategy aligned with business strategy in partnership with leadership team and Board of Directors. ▪ Established new HR structure focused on developing and leveraging global communities of expertise and HR business partner network. ▪ Aligned and upgraded HR team and processes to enable scaling for growth. ▪ Led development of first talent dashboard with key talent metrics and best-in-class data visualization. ▪ Improved talent acquisition performance metrics, dramatically decreasing days to fill from 90 to 45 days within five months while increasing quality of candidate pool. ▪ Executed due diligence and integration of two complex global acquisitions. ▪ Led first global culture survey (McKinsey OHI) initiative focused on improving strategic clarity; integrating acquisitions, performance management and incentives; and developing team members. Show less
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DESTACO
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United States
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Automation Machinery Manufacturing
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100 - 200 Employee
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Vice President Global Human Resources
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2012 - 2016
Recruited as first VP of HR to develop and implement global HR transformation aligned with business strategy. Led global HR, Communications and Change Management for post-acquisition plant consolidations and establishment of new North America manufacturing center. ▪ Assessed and aligned structure with strategy across global organization, contributing to record results. ▪ Developed and implemented global performance management and differentiated rewards process and tools, including… Show more Recruited as first VP of HR to develop and implement global HR transformation aligned with business strategy. Led global HR, Communications and Change Management for post-acquisition plant consolidations and establishment of new North America manufacturing center. ▪ Assessed and aligned structure with strategy across global organization, contributing to record results. ▪ Developed and implemented global performance management and differentiated rewards process and tools, including new sales incentive program aligning employee and business objectives. ▪ Led recruitment and selection process design and implementation to support strategic talent goals, including achievement of 50% reduction in cost-per-hire and days-to-fill open positions. ▪ Partnered with executive leaders to create focused development plans for leaders and high-potentials. - Succession candidates and readiness improved 300%. - Destaco’s process was adopted as best practice at the Dover level. ▪ Co-led negotiation team, resulting in successful three-year flexible contract with union-represented workforce. ▪ Led Health & Wellness Strategy communication and Retirement Plan Simplification in U.S. ▪ Designed and established first global talent data and reporting system to provide metrics for analysis and effective decision-making. Show less Recruited as first VP of HR to develop and implement global HR transformation aligned with business strategy. Led global HR, Communications and Change Management for post-acquisition plant consolidations and establishment of new North America manufacturing center. ▪ Assessed and aligned structure with strategy across global organization, contributing to record results. ▪ Developed and implemented global performance management and differentiated rewards process and tools, including… Show more Recruited as first VP of HR to develop and implement global HR transformation aligned with business strategy. Led global HR, Communications and Change Management for post-acquisition plant consolidations and establishment of new North America manufacturing center. ▪ Assessed and aligned structure with strategy across global organization, contributing to record results. ▪ Developed and implemented global performance management and differentiated rewards process and tools, including new sales incentive program aligning employee and business objectives. ▪ Led recruitment and selection process design and implementation to support strategic talent goals, including achievement of 50% reduction in cost-per-hire and days-to-fill open positions. ▪ Partnered with executive leaders to create focused development plans for leaders and high-potentials. - Succession candidates and readiness improved 300%. - Destaco’s process was adopted as best practice at the Dover level. ▪ Co-led negotiation team, resulting in successful three-year flexible contract with union-represented workforce. ▪ Led Health & Wellness Strategy communication and Retirement Plan Simplification in U.S. ▪ Designed and established first global talent data and reporting system to provide metrics for analysis and effective decision-making. Show less
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Owens Corning
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United States
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Wholesale Building Materials
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700 & Above Employee
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Human Resources Director – Building Materials Group
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2008 - 2012
Brought onboard as HR Leader and quickly promoted to lead HR function and team in the U.S. and Canada for insulation systems business, including 500 salaried and 4,000 hourly employees, four business units, and 19 plants (union and non-union). Brought onboard as HR Leader and quickly promoted to lead HR function and team in the U.S. and Canada for insulation systems business, including 500 salaried and 4,000 hourly employees, four business units, and 19 plants (union and non-union).
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Holcim
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Switzerland
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Wholesale Building Materials
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700 & Above Employee
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Director, North American Learning Center of Enterprise
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2005 - 2008
Created and led the first learning center. Worked with key stakeholders to develop and implement the learning strategy, structure and key focus areas in order to accelerate business performance through learning.
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Director, Talent Management & Talent Acquisition
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2000 - 2005
Created a centralized talent management and sourcing group that utilized systematic tools and processes, including best-in-class talent review and succession planning, to enable leaders to manage, develop and make informed staffing decisions. Participated in global team to develop international transfer program for Holcim Ltd. Led company’s corporate headquarters relocation to Boston, MA.
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Manager, University Relations
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1998 - 2000
Developed and led company’s first university recruiting program – focused on creating a diverse talent pipeline growth and succession, which became the global model for Holcim Ltd. Led company’s first Diversity, Equity & Inclusion (DEI) initiative.
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University of Michigan
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United States
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Higher Education
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700 & Above Employee
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Program Manager - MBA Learning Innovation Programs
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1995 - 1998
Manager, Action Learning Projects (MAP) Program, 1995 – 1998 Program Manager, Global MBA Program in Brazil Startup (Special Project), 1997 Program Manager, MBA Leadership Development Program (Special Project), 1996 Multidisciplinary Action Projects (MAP) Program is a core/defining element of the Michigan MBA program accounting for 1/8th of the MBA students' program credits/curriculum. Identified, negotiated and defined corporate re-engineering projects for MBA curriculum (60… Show more Manager, Action Learning Projects (MAP) Program, 1995 – 1998 Program Manager, Global MBA Program in Brazil Startup (Special Project), 1997 Program Manager, MBA Leadership Development Program (Special Project), 1996 Multidisciplinary Action Projects (MAP) Program is a core/defining element of the Michigan MBA program accounting for 1/8th of the MBA students' program credits/curriculum. Identified, negotiated and defined corporate re-engineering projects for MBA curriculum (60 projects annually. Program involved more than 100 companies, 400 students and 20 faculty each year. Show less Manager, Action Learning Projects (MAP) Program, 1995 – 1998 Program Manager, Global MBA Program in Brazil Startup (Special Project), 1997 Program Manager, MBA Leadership Development Program (Special Project), 1996 Multidisciplinary Action Projects (MAP) Program is a core/defining element of the Michigan MBA program accounting for 1/8th of the MBA students' program credits/curriculum. Identified, negotiated and defined corporate re-engineering projects for MBA curriculum (60… Show more Manager, Action Learning Projects (MAP) Program, 1995 – 1998 Program Manager, Global MBA Program in Brazil Startup (Special Project), 1997 Program Manager, MBA Leadership Development Program (Special Project), 1996 Multidisciplinary Action Projects (MAP) Program is a core/defining element of the Michigan MBA program accounting for 1/8th of the MBA students' program credits/curriculum. Identified, negotiated and defined corporate re-engineering projects for MBA curriculum (60 projects annually. Program involved more than 100 companies, 400 students and 20 faculty each year. Show less
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CFI Group
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United States
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Business Consulting and Services
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1 - 100 Employee
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Senior Program Manager & Consultant
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1993 - 1995
Led development and execution of customer satisfaction measurement custom programs for Fortune 500 clients. Key clients included UPS, GTE Directories (now Verizon), NYNEX Information Resources Company (now Verizon) and the University of Michigan Ross School of Business. Developed and implemented client strategies for increasing customer satisfaction and company profitability. Led development and execution of customer satisfaction measurement custom programs for Fortune 500 clients. Key clients included UPS, GTE Directories (now Verizon), NYNEX Information Resources Company (now Verizon) and the University of Michigan Ross School of Business. Developed and implemented client strategies for increasing customer satisfaction and company profitability.
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Ford Motor Company
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United States
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Motor Vehicle Manufacturing
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700 & Above Employee
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Buyer, Automotive Operations Purchasing
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1991 - 1993
Procured products and managed supply base for a variety of key production parts – rotational development program. Procured products and managed supply base for a variety of key production parts – rotational development program.
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Campbell Marketing & Communications
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Advertising Services
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1 - 100 Employee
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Senior Account Manager, Special Events Marketing for Automotive Diversity Markets
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1987 - 1989
Planned and executed marketing special events for diversity target markets for automotive OEM client. Planned and executed marketing special events for diversity target markets for automotive OEM client.
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Education
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University of Michigan - Stephen M. Ross School of Business
Master of Business Administration - MBA -
University of Michigan - Stephen M. Ross School of Business
Bachelor of Business Administration - BBA
Community
