Work History

Work History
Jan 2006 - Mar 2009

Vice President, HR and Facilities

Vance Publishing

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print publishing industry is faced with evolving digital technology, the urgency of end-user driven content needs, outdated business models and traditional corporate cultures with long tenured employees rigid in their commitment to past successes.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 Incorporated employment-branding strategies, which secured the ongoing acquisition of upgraded talent to address outdated skill sets and drive revolutionary growth.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.
Oct 2000 - Jan 2006

Director, Human Resources

Aksys Ltd

Functional head of the HR department, member of the business leadership team, served a 140-person multi-state employee population and 4-person UK branch; with 2 direct reports; reported to the CEO

Business Landscape: End stage renal disease is one of the only medical conditions whose patients must rely almost exclusively on reimbursement from the US government through Medicare rather than private insurance.  Due to the bureaucracy of the US government and limitations in funding, the medical providers in the dialysis community had not seen nor accepted significant advances in innovation in the past 20 years.

Objective: become the trusted advisor to the senior executive team to prepare the organization for the transformation from research and development to commercialization, foster an energetic innovative culture to drive advances in life saving technology and improve shareholder value.

Key Achievements

  • Empowered management to independently execute HR best practices through progressive leadership development initiatives.  Significantly elevated the organization's ability to attract, retain and challenge high potential talent to achieve groundbreaking advances in technology and successfully commercialize the product.
  • Engaged employee population to achieve corporate strategy with the initiation of a performance management programwhich linked individual contributions to the organization goals, rewarded pay for performance and encouraged managers to actively mentor employees in career development.
  • Fostered an innovative, entrepreneurial culture, which improved employee morale and resulted in lowering the voluntary turnover rate from 35.6% to 11.25% annually during a workforce period defined by the "war for talent".
  • Educated the Board of Directors on initiatives to drive talent management through interactive presentation on the newly developed compensation structure.  Increased visibility and enhanced the credibility of the HR team and the positive impact that best practices have on a start-up venture.
  • Secured top talent in a market intensely competing for technical engineering candidates with the development of a recruiting strategy, which incorporated a strong employment brand, reduced the average cost per hire by 51% and reduced cycle time by 50%.
  • Addressed critical succession needs and more firmly secured the long-term survival and growth of the organization with the launch of an executive coach program.  Sharpened the skills of individuals who had been identified as future organizational leaders and addressed the demand for immediate results.
  • Championed and authored the corporate Code of Ethics policies and confidential reporting capabilities in response to Sarbanes-Oxley requirements, which heightened organization awareness of ethical responsibilities.
  • Developed, analyzed and presented HR metrics to the senior leadership team quarterly, which facilitated management understanding of the financial impact of HR practices on the business.
  • Improved organizational competitiveness in talent acquisition with the design, development and implementation of a compensation structure that used market pricing and aligned bonus and stock option amounts to position responsibilities and impact to the business.
  • Created and put into action a 5-year Strategic plan, which identifies strategic HR issues that affect the company's ability to meet its business goals and outlines proactive plans to address those needs.
1998 - Oct 2000

Manager, Human Resources


Professional Employer Organization specializing in providing outsourced human resources to small to mid size employers during the Dot Com boom

Functional lead of the HR division, 4 direct reports, supported a 1,000 employees for 54 separate clients; reported to the CEO

Key Achievements

  • Generated additional revenue by designing, marketing and implementing recruiting programs, seminars and human resources consulting to new clients outside of the regular client base.
  • Aligned closely with the labor attorney to negotiate a labor agreement between EmPowerHR and the Teamsters Union, which was cost effective for the organization and beneficial to the employee population.
  • Designed, developed and put into practice Internet recruiting strategies for 10 different Dot Com companies which resulted in more efficient and effective hiring.
1990 - 1998

Store Manager

Various Retail Establishments

Directed entire operational activity for several retail establishments (including Nine West Group, bebe and Claire's)

  • Responsible for driving sales to achieve budgeted revenue goals.
  • Responsible for all staffing requirements - recruiting, selection, retention, performance management, training and development, motivation/team building, corrective action and termination. 
  • Designed, developed and implemented various sales training programs and reward/recognition programs that were recognized and adopted company-wide.     



Executive Profile


Talented and accomplished Human Resources Executive. Proven ability to achieve in fast growth, turnaround, technology oriented, private and public company environments.  Trusted as advisor to the C-suite.  Recognized for ability to enhance the strengths of a diverse workforce, drive transformational change and achieve business objectives. Excellent strategic planning, analytical and quantitative abilities. Outstanding presentation, leadership, and communication skills. Lauded for my ability to leverage employee strengths to achieve corporate objectives and NOI.


To drive your organization's success and help your employee population engage during this unprecedented economic turmoil by sharing my high touch, compassionate approach to your human assets and capitalizing on my strong business acumen.


A wise colleague once told me, "It is the way we exit rather than begin a relationship that shows the true character of an individual."

Following are endorsements from some of the fine professionals I've recently had the pleasure to work with...

"Loreen is a consummate professional who demonstrates exceptional leadership in the face of corporate adversity. She identifies challenges and moves swiftly to implement an action plan towards resolution. Loreen is a long range strategist and corporate planner. She values the importance of training and development across all functional areas and she recognizes that people are the most important investment for any organization. Loreen has that unique blend of smarts, compassion and integrity to lead any organization. Loreen is a stellar individual and a pleasure to work with."

Esmina Perdieu - Vice President, White Lake Partners

"I really enjoyed my time working with Loreen. She was a key member of the executive team. She has tremendous people skills and truly understands the art of HR. Loreen excelled at establishing a game plan and following through with the details. I would recommend her for any company looking for an intelligent and highly motivated human resources professional."

Ned Bardic - Senior Vice President/Partner, Stagnito Media

"I had the privilege of working with Loreen for just over three years. In that time I was able to learn a great deal from her. She is an amazing mentor and division leader. Her drive and passion for her work are second to none. Loreen's attitude and professionalism are such that employees of all levels feel comfortable approaching her with even the most difficult questions. She is able to quickly identify challenges and offer a number of viable solutions. Her business acumen benefited not only the HR department but the company as a whole. Loreen was able to champion a number of more efficient processes and procedures in her time with Vance. She will be a great asset to any company and industry."

Erin Boerman - HR Generalist, Vance Publishing

"I worked with Loreen for two and half years at Vance Publishing Corporation. She brings a deep knowledge of human resources best practices and principles and is committed to the most progressive HR approaches to creating a results-driven environment and putting people in the best possible positions to succeed."

Scot Stevens - former Group Publisher, Salon Media, Vance Publishing

"Loreen has a proven track record of success in all aspects of her job. At Vance, she moved quickly to restructure the benefits packages and variable pay program which resulted in savings to the company while remaining fair to the employees. She also did a major overhaul of policies and procedures that brought structure and control to the organization. Lastly and most importantly, she was never too busy for the "Human" aspect of HR. Her door was always open to all employees, and she demonstrated incredible empathy and patience (during very long workdays) to explain the issues to anyone who needed her help. Loreen is a take charge leader who will hit the ground running and immediately start delivering results."

Glenn Pawl - Finance and Accounting Consultant, DLC

Loreen is a human resources all-star who delivers the best in HR practices and deftly handles the toughest HR challenges. Seemingly with ease, she maintains the balance between attaining corporate goals and fairly meeting the needs of employees who were always welcome in her office. Loreen would be an asset to any organization."

Matt Gronlund - Regional Sales Manager, Vance Publishing