Vice President, HR and Facilities
Executive head of the HR and Facilities functions, 11 direct reports, serving a multi-state 250-person employee population; manages 2 independently owned and operated properties; reported to the Chairman of the Board and the President/COO
Business Landscape: the antiquated print publishing industry is faced with evolving digital technology, the urgency of end-user driven content needs, outdated business models and traditional corporate cultures with long tenured employees rigid in their commitment to past successes.
Objective: proactively partner with the senior executive team to establish contemporary best practices, build the infrastructure and establish an entrepreneurial culture to drive diversified revenue streams from print-centric to digital-centric and a 60% profit growth by 2010.Key Achievements
- Supported a bottom line focus and staunch commitment to achieve Net Operating Income goals through uncompromising cost containment. Savings included: $415k in the HR budget with renegotiated contracts and enhanced efficiencies, $86k in rent, and $1.5M in salaries with the 2009 restructure. $2.2M revenue generated by securing 100% leased multi-unit Lenexa, KS building.
- Secured the future of the organization by implementing a groundbreaking restructure, which, eliminated redundancies in administration, introduced digital talent and invested in progressive digital business models.
- Modernized the HR department from a transactional-based, administratively cumbersome bottleneck to a credible and trusted partner. Provided visionary leadership to advise senior management in the value of independently driving high quality talent management to ensure the organization's success.
- Solidified a culture shift from silo mentality to holistic connection with the corporate vision, values and objectives through the establishment of an annual variable pay program for the senior and middle management teams. Ensured internal consistency and provided a line of site to both divisional and corporate performance.
- Transformed the employee population from 10% newly hired with upgraded skill sets to 59% with the entrepreneurial mindset and skills to achieve the aggressive corporate objective. Incorporated employment-branding strategies, which secured the ongoing acquisition of upgraded talent to address outdated skill sets and drive revolutionary growth.
- Addressed the critical need to drive diversified revenue through the redesign of the sales compensation program, which increased executive visibility of individual performance and held divisions accountable for corporate achievement.