Allen Gruenhut


With a successful repertoire of accomplishments across several disciplines in Human Resources, I have demonstrated achievements in talent management, and organization effectiveness. Displaying my craft with patience and style, my focus is to achieve harmony in these turbulent and often dissonant times. Orchestrating programs and plans throughout my career, I have inspired others to perform beyond their expectations, while creating innovative solutions outside of the traditional mold. As a conductor wields a baton guiding musicians to perform at their best, I inspire both management and employees to operate at their peak by drawing out their best and encouraging them to showcase their talent. For example, I have been successful in: Steering the firm to strive for perfect pitch in a dissonant economy Inspiring harmony amongst business groups to achieve mutual goals Aligning the collective skills and competencies of the ensemble with the overall business strategy Modulating the tempo and rhythm of human capital allocations to adjust for variations in strategic imperatives Sustaining commitment for personalized world-class quality customer service through improvisation of theme and variations on dynamic organizational best practices

Work History

Work History

Apr 2005 - Jun 2008

Human Resources Executive

Innovative Stone

Leading provider of natural stone slabs and dimensional stone to both the commercial and residential markets with operations in the United States, Brazil, Italy, India and China. Innovative Stone’s key customers include Home Depot, Federated Department stores, Limited Brands, Gap, Saks 5th Avenue, Neiman Marcus, Nordstrom, etc.

Built new organizational capability at Innovative Stone by executing extensive change management initiatives and communications. Established performance management criteria; developed responsible compensation programs; bolstered the quality of first-line leadership and “bench strength,” and resolved employee and organizational issues.

  • Provided coaching for company’s executive management by developing a business partnership
  • Identified employee values and behavior that support an entrepreneurial culture, and incorporated them into a pay-for-performance compensation program
  • Developed talent management and recruitment programs to meet aggressive growth needs in multiple U.S. locations, particularly high volume recruiting for call center/customer service roles




New York University Stern Graduate School of Business