- Organisation Alignment to attract investment.
- Protection of intellectual property.
- Building networks.
- Driving change.
- Talent management.
- Human Resources systems and processes.
Profile: A Human Resources Professional with experience across Canada, United States of America and Internationally as a strategic business partner having contributed to organization effectiveness. Experience across technology, banking, oilfield, sales and manufacturing business verticals combined with Line management roles in Sales and Service
2009 - Present
Strategic Solutions provider
Recently completed projects for a Multinational - HR policies for US and Canada; Value added role for a strategic recruitment of a Director level position. This company is based out of Reston VA.
Nearing completion of a Retail market survey
2003 - 2008
Head of Human Resources
Generation 5 Mathematical Technologies Inc.
Ø Created a structure as part of Organization strategy to protect Intellectual property and improve the valuation of the company to attract investment
Ø Improved effectiveness of organization's business structure by creating an integrated sales and consulting leadership position which resulted in improved financial results of 1MM C$ . This initiative also involved developing incentive plans, performance management system, training and search for new talent.
Ø Direct involvement in business plan process by building trust with senior executives which lead to clearer strategic objectives for Human Resources function by assessing internal hires external recruitment lead times and effective on boarding that impact the financial goals.
Ø Coached management on employee relations and strategic talent acquisition leading to increased hiring through network by 60%.
Ø Developed an organization architecture model covering Business, Organization and Technology which was used as the blue print for developing strategies.
Other key contributions:
Ø Successfully recruited senior positions (President, COO).
Ø Developed and reported on key metrics like Revenue per employee, quality of attrition in key sales, consulting and technology positions including soft monitoring of potential attrition
Ø Contributed as a member of the mergers and acquisition due diligence team responsible for project management, review of legal documents, communication as a group and one on one Minimized legal cost by almost C$ 150k plus signatory to the reps and warranties
Ø Facilitated workshop for functional heads and key team members for enhancing cross functional effectiveness
2001 - 2003
Head of Human Resources
National Bank of Fujairah
Functional responsibilities included recruitment, training, and retention of Nationals, performance management, and compensation planning
Ø Developed the HR architecture with a clear focus on employee development
Ø Identified employee engagement as a key issue and ensured individual level participation in establishing objectives and driving the performance management system
Ø Developed a mentoring program which improved commitment from Management and staff, assessed through informal survey
1992 - 2001
Human Resources Manager
Inchcape Middle East
1992 to 1995 and 1996 to 2001
ØDirect involvement with Shell International on two tender negotiations and implementation representing Smith International for human resources in Oman
ØDirect contribution in negotiations with Government agencies and Petroleum Development of Oman on employment and training of Nationals for oilfield projects
ØOrganizing committee member of two region wide safety conference in oilfield services
ØProject implementation for Scaffolding, insulation and painting; Drilling equipment services
ØLead a pilot reengineering project for consumer division which focused on all aspects of Human capital and business processes that improved working capital to turnover ratio from 42% to 26% in 3 months.
ØLead a key initiative on assessing internal managerial strength of 600 staff through a bench strength exercise of measuring performance and potential. This initiative was across countries, business verticals leading to strategic focus on talent acquisition and internal development resulting in an approval of 300K US $.
1984 - 1991
Human Resources Manager Business Operations
Key project (As Branch Service Manager)
Ø Responsible for the turnaround of service operations by OD interventions
- reorganized the team leaders based on competencies
- delegation of decisions to smaller groups while holding accountability
- coaching of engineers through a buddy system
- creating an environment for proactive customer response
- leveraging individual strengths for projects that stretch beyond day to day work
- increased the number of high potentials and high performers
- selected for self managed work group pilot project
Turnaround Award from the CEO, validated by the customer survey and employee survey
Earlier role was H R Manager - reporting to the CEO of operations responsible for 1200 employees