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Work experience

The Timberland Company

Assignments of progressive responsibility including: RECRUITMENT SPECIALIST; HUMAN RESOURCES CONSULTANT; STAFFING MANAGER; DIRECTOR, HUMAN RESOURCES MANAGEMENT AND SENIOR DIRECTOR, HUMAN RESOURCES MANAGEMENT.  Client assignments ranged from 500 to 1,500, direct management responsibility from four to twenty.

* Co-led Human Resources department for period of twenty-four months while role of Vice President was vacant.  Developed Human Resources’ Long-Range Plan (2000), Human Resources strategy and initiatives (2000 – 2001), developed, advocated and gained approval for $2.1 million budget. 

* Concurrent responsibility for all Human Resources activity within six of Timberland’s primary businesses:  Footwear, Apparel, Licensing, Marketing, Supply Chain, and Distribution.* Led Staffing Team which reduced corporate agency-placements by 22% (contributing approximately $1 million net to company’s gross margin), reduced time-to-fill by thirty-three days and non-agency costs-per-hire by more than 50%.

Mar 2009Present



Discreet, volunteer assignments providing focused HR counsel, guidance and recommendations in support of individual and/or business needs and objectives.

  • Provisional coaching and consulting to individuals and small business leaders.  Engagements include leadership coaching, HR strategy and initiatives, job-search and talent acquisition strategies.

BUSINESS UNIT MANAGEMENT EFFECTIVENESS LEAD (2004 – 2009)Member of business-line's executive team, accountable for defining and delivering results against that business' Human Resources strategic plan.  Multiple constituents and business assignments (inlcuding reorganizations through six Fidelity businesses), client base varied from 200 to 9,000, management duties ranged from one to thirty.

* Created comprehensive Human Resources strategy for the newly formed Enterprise Operations business unit (9,000 employees world-wide, forerunner to an Operations function.)  Included operations-specific initiatives designed to unify disparate operations segments across most Fidelity businesses.  All programs still in process.

* Drove continuous improvement in business performance through Quarterly Talent Checkpoints which actively addressed Human Capital issues and imperatives.  Resulted in formal action planning and closed-loop follow through on areas related to workforce planning, talent management, competitive marketplace, business climate and competitive environment. 

* Addressed critical business need for India-national successor to President, FMR India through eighteen month U.S. development rotation.  Succession now complete, this rotational program has today been replicated as part of the General Management Apprentice Program.

* Established Accelerated Leadership Development Program for Global Operations which produced multiple senior - level leaders ready to assume cross-organizational leadership.

* Selected to define new model for Human Resources business-line support (function-wide); created consistent structure, roles and service model.  New model, in implementation in early 2009, anticipated to deliver annual savings of more than $5 million firm-wide.

VICE PRESIDENT, CHIEF-OF-STAFF  (2007)Pilot assignment, partnered with Human Resources’ Executive Vice President for Fidelity Employer Services Company (FESCo); facilitated daily operations of 200+ member team, operating budget of $18 million (excluding payroll).  Afforded ongoing, objective counsel to Senior Vice President Human Resources, managed eight, provided guidance to fourteen peers. 

* Effectively structured responsibilities and delivered results for newly created position.  Role subsequently modeled and implemented, as Human Resources Head of Operations, across Human Resources function in 2008. 

* Selected to lead the definition and management of people-related measures of cost-mitigation and reduction for FESCo’s scale and efficiency team.

* Established process for managing headcount, open requisitions and all staffing activity (temporary and permanent) for FESCo.  Reduced open requisitions by nearly 1,200 through closed-loop review incorporating Finance and senior leadership.  Process subsequently adopted firm-wide.


Raytheon Company

DIRECTOR, HUMAN RESOURCES – CORPORATE FINANCE  (2003 – 2004)Directed all Human Resources activity for the Finance function (3,800 employees across seven sites), member of executive team of Chief Financial Officer and corporate finance.  Individual contributor assignment, dekivering results through matrixed support across the businesses. 

* Designed and implemented Organizational Diagnostic process to provide qualitative assessments of organizational vitality, workforce deployment, professional / leadership competence and gap analysis for future workforce planning.  Targeted top three tiers (approximately 700 employees), resulted in significant talent upgrade activity across the function including Internal Audit, Chief Accounting Officer, International Tax, and multiple business-line Chief Financial Officers.

* Designed and implemented comprehensive process for redeployment of 150 employees (multiple functions) completing two year assignments in support of SAP implementation.

DIRECTOR, HUMAN RESOURCES - INTEGRATED DEFENSE SYSTEMS (IDS), OPERATIONS  (2001 – 2003)Directed Human Resources activity for IDS Operations (Manufacturing Operations and Integrated Supply Chain), serving approximately 4,000 employees (represented and non-represented) across eight sites throughout the US.  Established and drove the HR agenda, directed a team of twenty.

* Recruited to partner with newly hired Vice President, General Manager Operations in transitioning culture and business results within a “legacy” site (Andover) known for adversarial labor/management relations.  Unified relationship through series of progressive measures focused on improved business performance, greater business continuity and insured viability of the facility. 

* Restructured the HR organization to better serve business need; moved to proactive business-aligned model, upgraded 75% of Human Resources’ staff, coordinated previously siloed labor and employee relations activities.  Implemented Human Resources Operating plans, quarterly Human Resources Review and 4-Block “Report Cards”, holding HR team to same level of accountability as Operations leadership.  Credited with “significant improvement” in expectations and results of Human Resources team.


Previous Experience

Assignments of progressive responsibility in the retail sector including: Store Operations; P&L Management; Multi-site Management; Recruiting; Labor Relations and Human Resources Management.


Bachelor of Arts

Mount Holyoke College


Dynamic, highly successful, Human Resources leader and executive business partner skilled in aligning company and Human Resources’ strategies to deliver exceptional business results.Strong business acumen gained through Human Resources leadership positions across varied industries, (Retail, Consumer Products, Engineering, Manufacturing and Financial Services) in companies large and small, public and private, with constituencies which were U.S. based as well as internationally based.A strategic thinker, adept at translating vision for clarity of execution and attainment of outstanding results.

Skills include:

+  Business growth and development

+  Cultural transformation

+  Change management+  Leadership development

+  Performance management

+  Organizational effectiveness+  Talent management

+  Team leadership+  Workforce analytics and planning


Volunteer activities include:

American Cancer Society

FOSE (Friends of the South End), Portsmouth, NH

NHSPCA, Stratham, NH

Career Collaborative, Boston, MA

Currently I am...

...wondering...  when the talent wars resume (as rumored) will effective employment branding and unified candidate service aslo return? 

What do you think?


I've been described as courageous, agile, a fast-learner-on-the-fly. I've been told that I handle "tough clients" with ease and that I am a highly effective communicator at all levels.I am skilled in aligning company and Human Resources' strategies to deliver exceptional business results. I bring strong business acumen gained through Human Resources leadership positions across varied industries, in companies large and small, public and private, with constituencies which were U.S. based as well as internationally based. My passion and professional objective is developing and delivering human capital strategies and initiatives which produce outstanding results for the business.I thrive in environments which are fast-paced, challenging and innovative, where high-quality service, integrity and outstanding results are valued.



Six Sigma Qualified Specialist

Raytheon Company


Human Resources Certification Institute


Ellen McCarthy

“Mary and I worked together in the Human Resources Services organization at Fidelity. Mary was a senior business partner to the heads of one of the market segments and to the head of marketing for the overall business. In addition Mary contributed to a significant piece of organization work on behalf of the HR organization of Fidelity. Mary is a business-focused, creative and committed HR professional. She works well with senior line managers and with her HR colleagues. the quality of her work is excellent. She was one of the strongest contributors on my team. I highly recommend Mary for a senior HR role.”

Tes Cotter

“Mary Cline is a talented and insightful HR practitioner. Mary is a courageous leader. I appreciate her business perspective, organizational development talents, and candor. Mary's values are strong, ethics are beyond reproach, and sense of humor is invaluable. She is a valued professional, colleague, mentor, and friend.”

Steve McConnell

“Mary and I worked together for the same EVP of HR at Fidelity Investments and from that experience, I found 3 qualities about Mary that earn my enthusiastic recommendation for your consideration. First -- she is quite knowledgeable about Human Capital Strategy and has the leadership accumen to drive the function in a direction that will propel the business toward success. Second -- she is a respected business partner -- not an "order taker" and not always the business' "best buddy", but that is what differentiates her from many in the profession and increases her value proposition from my perspective. Third -- she is a person of great integrity -- one knows where one stands with Mary and I personally believe we need more of this in the business world. If you want a "rubber stamp", don't bother. If you want to think differently about maximizing your human capital, talk with Mary.”

Cynthia Maltbie

“Mary was a key partner for me in her role as my Chief of Staff. With her broad and deep knowledge of the HR field, her excellent judgment about people and strong results orientation, she was able to manage complex, sensitive projects with great success. She quickly established credibility with the rest of my team by creating trust, responding quickly to issues and demonstrating balance in her assessment of people and situations. I relied on her advice and valued her ability to address tough issues with sensitivity. I highly recommend Mary.”