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Work Background
Maschinenfabrik ReinhausenHead of Human Resources N. America
May. 2022Ft. Worth, TexasMaschinefabrik Reinhausen is a Germany-based company that provides energy technology to regulate power transformers and modernize power grids. As the head of HR for North America, I have developed talent acquisition and retention strategies including workforce planning, budgeting, and pipeline management. Working cross-functionally, I have designed initiatives to address culture, process improvement, and talent development that are aligned with the enterprise. ► I joined Reinhausen during a period of rapid growth (25%–50% annually) and increasing pressure from competition. To be successful in the face of these challenges, I launched a culture change initiative that has increased morale, transparency, and communication. The ongoing Great Place to Work (GPTW) surveys reflect improvements in making the company a more attractive place to work. ► After a thorough analysis of our current training status, I introduced the Cornerstone learning management system (LMS) and trained our supervisors to discuss career ladders with their employees. ► The full cycle talent management process I implemented provided much-needed transparency around employee career management and the opportunities available for growth. ► The 5-year strategic HR plan I led addresses initiatives to increase productivity, reduce turnover, and cultivate a more innovative workforce for 2025–2030.
SPAR GroupTalent Acquisition Manager
Sep. 2021 - May. 2022Dallas-Fort Worth MetroplexSPAR provides merchandising and marketing services for the retail industry. I managed recruiting and coached/mentored three regional recruiters.
Lasko ProductsHuman Resources Manager
Aug. 2020 - May. 2021United StatesLasko is a manufacturer and distributor of ventilating and home comfort products. As the HR Manager for the Texas Division, I participated in addressing issues around labor, product quality, and working conditions. I also assessed and developed solutions for turnover issues . ► By streamlining the number of vendors we worked with from 10 down to 3, we were able to significantly increase candidate flow. ► In a collaborative effort with the plant manager, we improved injection molding cavity utilization from 78% to 100%. As part of this initiative, we redesigned the department and hired new leadership. ► After the major ice storm in February 2021, we returned the plant to operational in just one week by incentivizing employees. I received accoladed from the company president for my efforts. ► In collaboration with our Finance department, I developed and presented an employee attraction and retention strategy that used wage & salary surveys, feedback from our partner temp agencies, and focus groups to deliver data-backed recommendations.
Workforce Solutions Northeast TexasBoard Member
Aug. 2019 - Jun. 2020Representing private industry to form strategic alliances, negotiate relationships and broker resources to support a workforce system that creates value and offers employers, individuals, and communities the opportunity to achieve and sustain economic prosperity.
Bob Evans Farms, Inc.Human Resources Manager
May. 2016 - Jun. 2020Sulphur Springs, TexasAs Human Resources Manager for Bob Evans Farms, I delivered organizational development to the manufacturing facility. I was tasked with addressing and resolving issues around employee relations, equipment reliability, training, and accountability. By maximizing the contribution of regional HR team members through collaborations with the field HR team and corporate HR, we were able to achieve significant gains in employee relations, employee development, and HR administration. ► Some key wins were reducing absenteeism 27%, lowering cost-per-hundred weight, and increasing retention 9%—all while containing wage growth at 2% and introducing gainsharing. ►Capitalizing on an extensive knowledge of Oracle, ADP, and Ultimate HRIS, I was instrumental in HRIS integration during Bob Evans’ merger with Post Holdings. ► The $160K state job funding grant I received facilitated the implementation of training that increased retention and business performance. ► By implementing an onboarding effectiveness survey, we reduced turnover from 56% to 32% in just one year.
Gestamp Solar Steel, Gonvarri Steel ServicesHuman Resources and Sustainability Manager
Dec. 2013 - May. 2016Surprise, ArizonaGestamp is a European corporation that specializes in steel services, automotive components, and renewable clean energy. I was recruited into the role of Human Resources and Sustainability Manager to play a significant part in the company’s mission of “Performance/People/Planet.” My efforts have included improving employee working conditions, driving sustainability efforts, and building brand recognition in the community to position Gestamp as a strong corporate citizen. ►In an effort to align competencies with business objectives, I led a large-scale leadership hiring initiative. I was able to complete the task ahead of schedule and at 40% under budgeted cost-per-hire. ►One of the challenges I was faced with was improving retention rates. I was able to achieve this goal by developing a wage and salary administration program that included updating job descriptions, assigning job grades, grouping positions for benchmarking, and training managers. ►I wrote and implemented California IIPP and environmental awareness training for a fast-track 50-megawatt project that was fully compliant during a Cal OSHA inspection. There were zero accidents throughout the project duration. ►The safety program I managed achieved no lost-work injuries for more than 720 days, which exceeded KPIs for safety and environmental results. ►I served as lead spokesperson for attaining ISO 14001 and 18001 certifications; the company passed audit in December 2015.
Spear EducationHuman Resources Manager
Oct. 2012 - Oct. 2013ScotsdaleSpear is the fastest-growing dental continuing education company in North America. As the company’s manager of human resources, I determined compliance deficiencies and developed value-add process improvement plans. I was tasked with recruiting and hiring a number of professional and skilled employees in a short time frame; I also developed on-boarding processes and an employee handbook. ►In an effort to maintain benefit costs, I conducted extensive vendor research and delivered an employee insurance proposal for health, dental, vision, life, and AD&D. The proposal came in at 50% less than anticipated—just a 3% increase over the previous year’s costs. ►By working closely with key influencers throughout the company, I was able to frame the company’s value proposition for the “About Us” web page. ►The full-cycle, on-line performance management process I developed resulted in 95% performance evaluation completion rate. In addition, the new process significantly increased transparency between managers and employees. ►I led the company’s HRIS acquisition efforts including a competitive bid process, making recommendations to senior leadership, system implementation, and initial and on-going training.
ACE Cash ExpressDirector of HR Western Division
Sep. 2011 - May. 2012Irving, TexasAce Cash Express employs nearly 4,000 at 1,700 company-owned and franchised stores throughout the United States. I partnered with the Western Division Vice President of Operations to make sure that HR strategy was aligned with organizational objectives. ►By heading up manpower optimization efforts for each region, I was able to reduce overtime costs 20% companywide. ►I recruited, hired, and on-boarded HR managers for the company’s markets in Seattle, Los Angeles, and South Texas. I also completed a division-wide talent review and submitted succession plans for each region along with development plans for each manager.
DolEx Dollar Express, Inc.V.P. Human Resources
Dec. 2004 - Nov. 2010I led all areas of employment, organizational development, and executive coaching for operations in the U.S., Spain, and Mexico. I also provided transition services after the company was sold by Global Payments to Palladium Equity partners.
Global Payment s Inc.V.P. Human Resources
Dec. 2004 - May. 2010Global Payments is a processing company for credit card, debit card, and check-related transactions for merchants and money transfers to Latin America and Mexico. As Vice President of Human Resources, I shepherded a shift in the company’s HR processes as they transitioned from a family-owned business to a publicly traded company. Global Payments has 4,600 employees in 20 countries including Mexico, Spain, Belgium, and the UK. ►There were several steps that I took to reduce turnover, decrease employee acquisition costs, and increase productivity. I implemented an organizational survey and ethics hotline, improved workplace culture, processes, and systems, and drove extensive training efforts. As a result, turnover dropped by 60%. ►In partnership with the leadership team, we conducted a massive restructuring that reduced labor costs by nearly $4M. ►I received the company’s coveted “President's Club” award to my contributions to the organization.
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