VisualCV

My new gig.  Looking forward to helping DAXKO rock it on the Talent side of the biz...

I was fortunate enough in 2005 to be recruited to lead the HR/Talent function of SourceMedical, a privately-held software company focused on the delivery of enterprise software for the outpatient surgery and therapy segments of the medical industry (45M in Revenue, 250 employees).  It's been a great opportunity to take the lessons I've learned in Fortune 500 environments and build a HR/Talent practice from scratch. 

During my time at Source, I've been part of a great team focused on strategic development and execution of talent acquisition, employee development, compensation, benefit design, performance management, and engagement initiatives, all designed to enable talent to maximize its potential in a tech environment.

Some of the cool stuff I've spent my time on at SourceMedical:

--Created Talent Acquisition function at Source Medical by forecasting upcoming talent needs within company and providing timely delivery of quality talent across Product Development, Product Management, Client Services and Sales functions.  Quickly evaluated and launched ATS system to enhance external image of company to candidates, centralize candidate flow and enhance service to organization through technology.  Result – scalable process allows limited resources to control process and make 120 professional grade fills annually with reduced time to fill (down 52%), reduced Cost Per Fill (down 42%) and reduced Turnover (down over 50%). 

--Developed and executed Leadership Development/Managerial Skills Training Modules designed to increase basic skills of managers in areas of Performance Management, Coaching, Interviewing/Selection and Change Management.  Result – Provided exposure to core concepts of management to inexperienced managers and supervisors, with follow-up sessions designed to drive retention of concepts.  Training provides common language across leadership team when talking about talent issues.

--Developed and executed enhanced Performance Management system to include standardized objectives for all positions in Region, monthly performance metrics, coaching system for customer-facing positions and tiered approach to merit increases designed to allocate greater percentage of salary and wage increases to top 25% of performers in Region.  Result – 30% reduction in turnover among high-performer group, clearer understanding of development opportunities across all roles in organization.

--Developed Career Path Programs designed to provide structure regarding how individual contributors can control personal development, acquisition of knowledge/skill and developmental opportunties within organization.  Career Paths designed to reward motivated associates and provide clear promotional paths within functional areas as reward for performance and development.  Result - Career Paths widely thought to be contributing factor to reduced turnover across organization (down over 50% from 2005 to 2008).  

There's more, but I'll stop with those items. SourceMedical's a great place to take an idea and run with it.  The support and resources are available, you just have to provide the brains, efffort and passion. 

My first leadership role, great experience, but truly a school of "hard knocks".  I was recruited in late 1999 to start a HR function for Charter, which at the time was a patchwork of 14 different companies acquired by Microsoft co-founder Paul Allen.  In this role, I was one of six Regional VP's of HR nationally for Charter.  The task - drop in a new Regional office, establish a HR/Talent function in the field and integrate the acquired properties/locations into a single company - was fun, but full of potholes/learning opportunities.

At Charter, I helped develop, implement and lead a Human Resources platform for the largest Region of a Fortune 500 company (largest unit during tenure - 1B in Revenue, 70 locations, 2400 employees).  My specific focus was tactical development and execution of talent acquisition/staffing, performance management, employee relations, compensation and training initiatives contributing to positive operational results.  I managed a decentralized team of HR generalists and specialists networked to support the field needs of a decentralized operational team. 

My first pure HR/Talent role as a young professional.  Responsibilities included leading the HR function for client base consisting of statewide Customer Operations and Engineering groups (800 associates).  Served as primary liaison for statewide PCS, staffing and talent initiatives.  Responsible for consolidated statewide training department charged with distribution and delivery of services to 1200+ statewide associates. 

A great place to learn the HR/Talent trade.

At Aragon, I was a road warrior right out of graduate school for a marketing consulting shop specializing in the design and gathering of market research.  We helped companies (across all industries) understand how existing and potential markets viewed their products/concepts. 

My responsibilities as a Project Manager included coordination and management of qualitative and quantitative market research and management consulting projects, from the proposal process through presentation of final deliverables.  To do this, I routinely coordinated cross-departmental teams to ensure proper development and execution of project methodologies, timelines and budgets.  I had heavy relationship management with client representatives at a young age.

In this role, I worked nights and weekends in a call center environment while I attended graduate school.  Responsibilities included project management duties in a 24-hour operations environment.  Resolved operational issues including billing, technical and financial matters for the largest cellular provider in the Southeast.

I played college basketball at Northeast Missouri, so my early career goal was to be a college basketball coach at the Division I level, thus this initial stop at UAB.  Responsibilities included on-the-floor coaching, recruiting, video production, advance scouting and coordination of direct mail campaigns.  I also served as administrator/director of camp system.