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Work experience

Interim HR Manager / Sr. HR Generalist

Multi-billion dollar, Fortune 500 global manufacturer of specialty service tools, hand-held diagnostic systems and other products for the automotive industry.

Interim Human Resources Manager

Sr. Human Resources Generalist

* Joined during a critical transition period resulting from a difficult and unpopular acquisition. Positioned as the change navigator focused on refinement and further development of the integration and implementation strategy, focused on union-avoidance initiatives and positive employee relations. Implemented manager training and other communication strategies which successfully avoided union vote.

* Team member in researching and recommending a new TPA and health / dental / pharmacy benefit providers for 15,000+ employee health insurance plan.

* Completed QS9000 internal auditor training, allowing the Human Resources function to partner with the business around Operations issues.

* Under critical time constraints due to an emerging new product roll-out - developed, deployed and facilitated change management training to address and resolve multiple conflicts within the staff, management and organizational effectiveness of the corporation. Drove focus toward speed and efficiency in talent recruitment efforts where necessary, minimization of key talent losses, and attainment of critical production goals and objectives. Successfully reduced turnover in the electrical and software engineering groups by 30% and improved time-to-fill for technical positions by 25%. Rolled-out the next-generation scan tool on time and ready to ship  - and continued to meet production and sales goals over the next 12-month period.

Aug 2008Present

Vice President, Human Resources

Central Kansas Medical Center

Central Kansas Medical Center is a two-campus, 99-bed, regional acute care hospital. Accountable for $5.9M Human Resources budget, and a staff of 4 direct reports.  

Vice President, Human Resources and Interim Chief Operations Officer

* Accountable for defining, developing and implementing strategic human resource initiatives of the medical center's business plans. Also responsible for design and implementation of business-related initiatives involving organizational design, labor cost management, executive recruitment/compensation, and leadership / management development.

* Developed and delivered strategic staffing model to proactively address critical staffing needs. Reduced time-to-fill rate by 30% within first ninety days as a result.

* Resigned onboarding program to improve new employee experience, ensuring quicker ramp-up time for newly-hired employees, while decreasing turnover rate for <1yr>

* Developed and directed first reduction in force experienced by the hospitals, developing and managing communication plan, employee selection, and management / delivery of severance plan and creative outplacement solutions. 

May 2005Dec 2007

Vice President, Human Resources

Schaller Anderson, Inc. (an Aetna company)

Schaller Anderson is a national health care management and consulting company, administering self-funded and both Medicaid and Medicare health plans. Accountable for $9.5M Human Resources budget, and a staff of 8 direct reports and 24 indirect reports.   

Vice President, Human Resources

* Charged with identification and implementation of new talent management platform, creating fully-aligned performance management, talent assessment, high potential employee, and succession planning processes, all tied to cascading corporate objectives. Developed core competencies for leadership and common roles, with linkage to all talent management and career development tools, including recruiting process. Dramatic results received in initial employee engagement pulse surveys, as employees express new "line of sight" between their efforts and performance, the success of the business, and their paycheck.

* Developed and implemented behavioral interviewing and targeted selection model to improve new hire quality and reduce turnover. Reduced turnover in new classes in targeted business units by 20% within first sixty days as a result.

* Implemented strategic HR business partner practice to improve management and leadership effectiveness, employee morale/work habits/productivity, and the work climate through training in targeted competencies of communication, mid-management coaching, conflict management, employee development, and basic employment law awareness. As a direct result, reduced EEOC charges by 75% within first nine months, and improved delivery time of specific HR services (employee coaching and counseling, performance appraisals, hiring, and separations) by 50%.

* Implemented alternative work schedules, aiding recruiting efforts for key hard-to-fill roles.

Aug 2004Apr 2005

Vice President, Human Resources

NorthBay Healthcare System

NorthBay Healthcare System, Fairfield, CA  2004 - 2005

NorthBay Healthcare Corporation (which includes 132-bed NorthBay Medical Center, 50-bed NorthBay VacaValley Hospital, and NorthBay Centers for Primary Care) is a not-for-profit, regional, integrated healthcare delivery system, providing a full range of both acute and non-acute care services. Reporting to the CEO, accountable for $24.5M consolidated Human Resources budget, and a staff of 5 direct reports and 13 indirect reports.  

Vice President, Human Resources

* Developed and delivered on-going union avoidance training which allowed the hospitals a de-escalation of labor tensions (and allowing the entire hospital system to remain union free). Management training included ramifications to the business, the realities and challenges of managing in a union environment, and communications with and support to employees.

* Through policy / process development, improvement, and implementation, reduced unscheduled absences by 36% within first 90 days. Reduced travelers and contractor expenses by 47% in nursing division alone.

* Provided direct oversight to System-wide reduction in force, managing communication plan, employee selection, and development of new severance plan and communication tools; project was completed with no unplanned service impact, organized labor activity, or legal expense.

* Researched health benefits alternatives and negotiated with vendors to maintain level of benefits offered to employees, while reducing bottom-line benefits cost impact to the organization to a net 3% decrease over previous year.

Feb 1999Aug 2004

AVP, Human Resources

Caremark Rx Inc. (formerly AdvancePCS)

Caremark (now CVS Caremark) is a Fortune 75 innovator in the pharmaceutical benefits management and health improvement service industry, with $26 billion in annual revenue.   (Formerly AdvancePCS)

Assistant Vice President, Human Resources

Director, Human Resources

Manager, Human Resources

* Designed recruiting plan for aligned business unit which reduced turnover by 55%, through targeted selection and behavioral interviewing. Efforts also resulted in higher performance levels through better caliber candidate selection, allowing the business unit to grow revenue by 18% in successive years.

* Member of the corporate new organization implementation team which successfully identified, performed due diligence, acquired and successfully integrated several businesses into the AdvancePCS organization. Established business continuity practices which maintained a high level of performance and minimal attrition to achieve the post change and integration strategies on-time and within budget guidelines.

* Developed and led transition plan to relocate RxReview business unit from Minnesota to Arizona, allowing the organization to maintain full profitability and revenue realization on this $70M line of business. Implemented retention processes to keep employees engaged and meeting organizational needs. Managed recruiting process to successfully replace hard to fill pharmacists and medical writers who were unwilling to relocate.




Baker College

Advanced Human Resource Executive Program

University of Michigan


As an HR Executive, one of the most important and difficult lessons I've learned over the past 20+ years is how to maintain successful business relationships, and how to be extremely effective in delivering people strategies and employee programs to facilitate the achievement of the corporation’s vision and strategic goals and objectives. Consistently over time these organizational programs have enhanced corporate value, rendering world-class HR organizations. These competency-based programs and integrated business strategies have been cutting edge, delivering a sustainable resource of highly qualified management talent with benchmarked improvement in individual performance. Process and program improvements also provided substantial reductions in overall operational expense such as recruitment and escalating employee benefit costs. This area is not only where I excel as a Human Resources leader, but it is also the area I most enjoy. As a Human Resources leader, I love to get results—whether it's developing a strategic staffing plan, facilitating training, or designing incentive programs for employees or executives. If I am organizing and focusing a group of people, I am not only doing what comes naturally to me, I am also doing what I most enjoy.

I have broad "hands on" generalist experience in Human Resources programs and employee relations, with the proven ability to integrate HR strategies, goals and objectives into business strategies.I also have an MBA, a BS in Human Resources Management, a record of excellence in the establishment of effective partnerships with client customers, an ability to interface with all levels of personnel, have obtained both PHR and CBM certification, and have completed the highly-acclaimed Advanced Human Resource Executive Program at the University of Michigan.


Senior Human Resources Leader w/MBA and HR Strategic and Operational Expertise, change and strategy implementation experience, well-versed developing culturally aligned people strategies, and a veteran in Mergers and Acquisitions, I am seeking a stable / growth-oriented organization in need of a highly accomplished HR Leader.

I bring a progressive career spanning over twenty years in healthcare, manufacturing and service corporations. Solid Generalist background expanding into strategic leadership roles - having developed partnerships at the business-unit, corporate and executive levels driving major change including aggressive merger & acquisition activity, corporate restructures and multiple facility and business relocations. Credited with the agility to address multiple complex issues impacting local and national HR organizations and delivering high-value integrated processes to ensure business plan execution.


HR Generalist
The following is a brief synopsis of my skills and experience:   Extensive experience as a Human Resources leader with strong interpersonal and management skills, as a member of the senior leadership team. Strong business / customer focus. HR management and employee relations experience in multiple-location settings for Fortune-ranked companies. Leadership in all traditional areas of Human Resources:             ·          Technical Recruitment & Staffing and Development activities.             ·          Employee Relations (special emphasis in positive employee relations / union avoidance), and Employee / Organizational Development.             ·          Development and Administration of Compensation and Performance Management programs.             ·          Development and Administration of Benefit programs. Service as policy counsel to various staff and line managers / supervisors. Experience developing work teams and performance-based compensation. Experience managing the human capital function in call center environments. Experience in directing recruiting plans and supporting diverse and highly technical staffs. Experienced change management leader / trainer / facilitator. HRIS experience with Peoplesoft, SAP, Lawson and Infinium. Employee Relations management and integration experience through Mergers/Acquisitions.   In my current role with Central Kansas Medical Center, I function as an integral part of the senior leadership team. I believe the value I bring to an organization lies in my ability to assess and align human capital... developing people and programs to support executive and operating leaders, and maximizing the contribution of all resources to achieve and deliver the target outcomes.