Vice President or Senior Vice President Human Resources

8/6/2019 Vice President or Senior Vice President Human Resources

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Dear Professional:

If you're interested in enhancing organizational performance, then some of my accomplishments should be of interest.

* Instituted Corporate University (with ROT) metrics.

* Bolstered knowledge capital availability and organization capability withfocused succession/performance management and leadership assessment/develop

mentprocess.

* Managed all HR due diligence for acquisitions and integration.

* Implemented Leadership Institute to include Lominger Architect Assessment.

* Overhauled global compensation plans to align pay with performance - 36% ($800K)

direct comp savings.

* Experienced with Self Insured Heath Plan design and implementation.

* Enhanced "A" players (high potentials) with Top Grading, leadership assessme

nt anddevelopment with focused job analysis and evaluation.

If these are the kinds of accomplishments you are looking for, I suggest we talk.

Sincerely,

Catherine L. Caudell

Catherine L. Caudell

561 691-4343 (Florida Office) or 571 251-6734 (Virginia Office) Dual Head Quarters [email protected] (personal)

Global Executive with proven success in organization effectiveness, business planning and change leadership. Astute strategist skilled in state-of-the art human resource management, organization development and performance techniques. Self-motivated, "down in the trenches" and "out of the box" thinker accustomed to wo

rking in a continually changing and growing environment. Results driven leader adept at acquisitions/mergers, "top grading", building consensus, coaching and mentoring staff. Certified VA mediator. Experienced, "Master Black Belt" and Quality Leader" in Lean/Six Sigma. Start-up, Pre-IPO experience, International, Multi-Location/Site, Union/ Non Union, and Government contracting expertise. Extensive M&A experience. Entrepreneurial - HR revenue producer. EMPLOYER OF CHOICE AWARD RECIPIENT 2007.

SELECTED ACCOMPLISHMENTSVice President Human Resources, Service Intelligence Int'l, Dual HQ, Northern VA


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/South FL, 2000-Present. $1Billion International , Software,CRM, Call Center Design, GPS Locator manufacturing/distribution organization. UK, Europe, Asia, South America, Australia, Netherlands, Russia, Middle-East, Denmark, Spain. Norway,Poland, Ireland, Pacific Rim.

*Boosted $1 million in sales by developing sales/customer service process and territory management system.*Streamlined processes from top to bottom using Six/Lean Sigma techniques - savings $2.2 million.*Ensured knowledge capital availability with succession/performance management strategy - 30% increase retention of key roles, leveraged right talent by use ofjob rotations and temporary and permanent team assignments.*Implemented "just-in-time" E-learning that supported up-to-date learning and knowledge sharing for global employees that reduced training teams 70%, cost- savings over $500K.*Instituted global ERP integration efforts for staffing workflow improvement toinclude "just in time" hiring process.*Orchestrated Executive long-term compensation plan that links risk with results.*Instituted Oracle HRIS e-Benefits "one stop" source for updating employee information and enrollment that provided "dashboards" for managing all benefits activities. Increased turnaround time by 80% - cost savings of over $350K.*Created HR Score Card with efficiency/effectiveness metrics in support of organization's strategy - $300K savings.

*Leveraged $1.5 million in lost customer business with performance-based "e-learning", and electronic performance support sales system (EPSS).*Implemented IMPROSHARE incentive plan that improved productivity by 40% , retention -20%, cost-savings -$500K.*Enhanced percentage of "A" players (high potentials) into the organization with"Top Grading" process - decreased turnover of key leadership positions by 20%.*Overhauled global compensation plans to align pay with performance - 36% ($800K) in direct comp savings.*Instituted Corporate University (with ROT metrics) to ensure job competencies and development of all employees.*Slashed grievances and departmental conflict by 20% ($400K + in savings) with in-house Alternative Dispute Resolution systems and mediation training support atall management levels.

*Conducted HR due diligence for M&A and planned change efforts that aligned people/process to strategy.*Leveraged talent for business needs through implementation of Leadership Institute that increased promotable employees by 50% through planned leadership assessment and development. (Lominger Architect Suite)*Cut time-to-fill openings by 40%, turnover (20%) and a savings of over $200K inkey roles with focused job analysis/evaluation and benchmarking core competencies.*Utilized RESUMAX for applicant and skills tracking for 50% efficiency in totalrecruitment process. Cost savings over $200K for year one. Increased hire time by 45%.*Cut costs - $500K (within 2yrs.) by restructuring employee benefits with flex-spending accounts and cafeteria style benefits.

*$500K+ savings with e-HR for self-service benefits, performance management, database of skills/competencies for all jobs. Increased workforce collaboration andHR efficiency by 40%. Established Shared Services model.

Vice President of Human Resource, 1989-2000, Vice President, Organizational Effectiveness and Performance, 1987-1988, Tel-star Communications, Reston, Virginia,$3 billion International satellite communications infrastructure, engineering,manufacturing, distribution, and reseller organization for Pacific Rim, Europe,UK, Mexico, South America, Australia, Russia, Middle-East.


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*Reduced costs by 25% ($350K cost savings) by conducting needs analysis to target cross-training of staff.*Developed Leadership Institute that ensured a line of sight between Performanceand Succession Management. Metrics in place that provided feedback for ROI on leadership development that decreased "turn" on key management positions.*Cut average cycle time from 20 to 5 weeks (65% on time delivery increase) by redesigning the order to delivery process.*Developed comprehensive "on-boarding" program for new hires that increased Employee Satisfaction rating (3yrs.) for cultural integration into organization frommerely "good" to "excellent" (Rating 3.2 to 8.8).*Re-designed total HR processes that ensured performance-based functionality toinclude full range of HR metrics*Mediated 2 out of court harassment suits for a $500K+ savings.*Facilitated the use of information products and electronic performance supportalternatives to education and training that enhanced individual and organizational performance.*Implemented "skill-based pay" that increased productivity (30%) with non-exemptturnover reduction - 38%.*Successfully negotiated 3 labor contracts with 7,000 manufacturing/distributionworkers from AFL/CIO, CWM, and IBEW workers.*Revitalized company-wide job posting system that enhanced service levels (25%)and reduced staffing costs by $300K.*Enhanced proficiency of technical staff through interactive multi-media training that was broken down into 15 minute "learning chunks" with each module ensurin

g evaluation, feedback, and remediation for skill levels.*Reduced safety occurrences by 35%, workers' comp by 50% with cost savings of over $1 million in 2 years.*50% on-time performance review completion through Oracle HRIS application - $250K one year savings.*Developed Learning Center for career assessment/development, technical training, and Zenger-Miller and DDI certification.*Utilized state of the art computerized assessment, IVR, and video conferencingto reduce selection to hire cycle time by 40% and retention of selected core positions by 33% for a cost savings of over $400K.*Executed Executive level benefits (SERP) that increased management retention by25%.*Reduced costs (33%) with $700k savings in health, welfare (401K) with managed c

are alternative.*Utilized "intranet" to disseminate procedures, policies, performance-based jobaids that increased cycle time to users by 75% and knowledge-sharing by over 90%as reported by Employee Feedback Survey and Focus Group results.*Improved International staffing through electronic recruitment capabilities andreduced recruitment costs by 25% - $300K.

Managing Director, Organizational Effectiveness and Performance Technology, TheDeming Institute, Washington, DC, 1980-1987, $500 million quality/continuous improvement consulting, change integration organization, US, Japan, Europe, UK, Australia, Asia Pacific. Led continuous improvement, OD/OE(change/cultural) integration for University of Miami/Jackson Memorial Medical Center ($2.0 million), Ford Europe ($750K savings), Guinness ($400K savings), Kansai Electric ($2.5M - 2 y

rs), GE Aerospace ($1.2M),Toyota ($1M),Nissan ($800K), Johns Hopkins Medical Center (1.2 million savings), Cleveland Clinic ($800K), FPL ($1.6 million savings),Duke Power,($800K savings), GM ($1.0 million savings)

EDUCATION/CERTIFICATIONS(Completing) Ph.D., Human Resource Management & Performance Technology, The University of Michigan; MA, Classical Studies, The University of Michigan, 1975, Classical Studies, Barry University, Miami, FL, 1972. Certified in: The Harvard University Program in Negotiations, Juran Institute (ISO 9002), Master Black Belt and Quality Leader in Lean/6 Sigma, SPHR, Lominger Architect, PDI 360, Myers-Brig


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gs (MBTI), Center For Creative Leadership, Emotional Intelligence (EI), PHR, CCP, and CEBS.

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Vice President or Senior Vice President Human Resources