Prairie State Generating Company, LLC, Marissa, IL 2011 – 2014
700-acre, technologically advanced, mouth of the mine, electric generation facility supplying power to public power utilities.
VICE PRESIDENT, ADMINISTRATIVE SERVICES | VICE PRESIDENT, HUMAN RESOURCES (Concurrent Roles)
What began as a $5B construction project by eight public power agencies and a leading coal company transformed into an operating entity in need of a skilled administrator/HR leader to structure its operations and culture.
Served as key executive team member, partnering closely with the CEO to formulate strategic plans as well as optimize organizational design, operations and talent management for start-up entity. Designed and executed human resource strategies and initiatives, and directed administrative services including procurement and logistics, facilities management, environmental health and safety. Provided extensive executive coaching to CEO and other executives helping them address diverse strategic and operational concerns. BOD liaison for executive compensation and administrative committees. Managed $10M O&M and $75M capital budgets.
§ Successfully architected complete organizational restructuring and re-alignment – reallocating assets, streamlining process and cost redundancies, and managing tremendous change to create a single, cohesive culture of excellence and a profitable, fully operational company.
§ Reversed a 200% executive turnover rate by ideating and mentoring a stable governance model and leadership structure.
§ Developed and implemented new compensation and benefits-related programs around executive compensation, retirement planning, incentive programs, disability management and medical benefits (achieved healthcare cost reduction of 15% ($750K) in one year).
§ Promoted from VP, Human Resources to VP, Administrative Services while continuing to lead HR – tasked with restructuring and streamlining multiple corporate functions, as well as eradicating redundancies and creating synergies; achieved initial reduction in capital spend in the first six months of over $5M.
PNM Resources, Inc., Albuquerque, NM 2010 – 2011
Family of energy-related companies serving residential, commercial and industrial customers. 2,200 employees; $1.6B consolidated earnings.
CHIEF HUMAN RESOURCES OFFICER| VICE PRESIDENT, HUMAN RESOURCES (Concurrent Roles)
Given the directive to divest the business from 2,200 to 1,200 employees, and to do so in a way that mitigated legal and other related risks. Recruited based on unique legal/human resources background.
Devised and led cross-functional team of 44 in executing human resource strategies and initiatives that aligned with corporate objectives and that distinguished the company from competitors. Provided due diligence and transition planning during company’s multiple divestitures – identifying cost savings and managing HR practices, including union relations, labor negotiations, benefit restructuring and others. Drafted 5,500 reports, EEO, OFCCP, wage/hour, FMLA, ADA and NLRB processes that ensured full regulatory compliance and risk mitigation. Managed $5M operational and $20M healthcare budgets.
§ Proposed and led, during period of extreme economic stress, efforts in quality improvement, labor optimization, benefits redesign and outsourcing to reduce O&M spend. Saved company ~$11M (equivalent to $33M in revenue) – above goal.
§ Overcame entrenched management inertia and successfully created culture that adopted an innovative “talent readiness review” process – enriching and disseminating intellectual capital throughout the workforce.
§ Consulted with business leaders to minimize legal exposure during multiple reduction-in-force (RIF) initiatives.
§ Drafted comprehensive CD&A that achieved a Best Practices rating in multiple categories by Towers Watson.
ALLETE, Inc., Duluth, MN 2007 – 2010
Family of energy-related companies with 2,100 employees and $1B consolidated earnings.
VICE PRESIDENT, HUMAN RESOURCES
In addition to improving the financial performance of the company, tasked with negotiating a pension freeze in the union contracts – something that had been attempted many times in the past and failed.
Collaborated with executive management team and Board of Directors in crafting and aligning human resources strategy and initiatives and overall business plan. Oversaw corporate-level HR functions as well as served as strategic partner for company’s subsidiaries – helping them with talent acquisition and litigation support in both union and non-union settings. Designed cost reduction plans. Conceived and led executive development and enterprise-wide succession planning programs. Led cross-functional team of 34 as well as $5M O&M and $25M healthcare budgets.
§ Designed staffing models and integration plans in support of ALLETE’s North Dakota wind farm acquisition.
§ Initiated and oversaw safety strategy for a two and one half year, $450M, 500-employee construction project; completed with zero work injuries.
§ Developed a five-year benefit strategy that reduced healthcare costs by 20% over 18 months – a $5M savings and 30% over goal.
§ Served as Chief Spokesperson during intense negotiations with IBEW. Achieved a final, favorable contract through arbitration – achieving the pension elimination.
Saint Mary’s Duluth Clinic/Essentia Health, Duluth, MN 1999 – 2007
Physician led integrated healthcare system with five hospitals and 26 clinics. 400 physicians, 11,500 employees in four states. Top 100 rank.
SENIOR VICE PRESIDENT, HUMAN RESOURCES AND ORGANIZATION DEVELOPMENT (2004 – 2007)
VICE PRESIDENT, HUMAN RESOURCES (2002 – 2004)
DIRECTOR, HUMAN RESOURCES / EMPLOYEE AND LABOR RELATIONS (2000 – 2002)
DIRECTOR, EMPLOYEE AND LABOR RELATIONS (1999 – 2000)
Financially stressed and in the middle of a merger with Miller-Dwan, the organization was experiencing highly volatile labor relations with its 31 unions (and respective contracts), disrupting operations.
Recruited to manage and stabilize operations-critical union relations and structure – renegotiating contracts, shaping company culture, managing physicians/nurses during union transition, and modifying headcount without any unfair labor charges. Promoted, based on superior performance in Y1
, to positions of increasing authority – culminating in SVP role and member of senior management committee with oversight of 100 employees, $115M budget, pension and 401(k) plans. Formulated M&A integration plans as well as human capital strategies for effectively and efficiently growing and managing organization.
§ Successfully negotiated 16 new labor contracts in Y1. Led strategy development and presentation during intense and protracted negotiations with the USWA, culminating in a 10-day sequestered labor negotiation – averted imminent strike that would have halted operations.
§ Upgraded HRIS; aggressively managed position controls to achieve first-time profitability with an operating margin of 3%.
§ Merged legacy labor agreements, reducing overtime and staff shortages by 50% – a $6M/year value.
§ Crafted company’s first strike contingency plan. Defended all grievances/arbitrations without a single defeat.
§ Created new workers’ compensation model to case-manage disability claims; reduced cost by 60% – worth $5M.
Express Scripts/Value Rx, Plymouth, MN 1995 – 1998
$2B Pharmacy Benefit Management Company (PBM) serving health plans, employers and government agencies.
CHIEF COMPLIANCE OFFICER | VICE PRESIDENT, RISK MANAGEMENT (1996 – 1998)
DIRECTOR, LABOR AND EMPLOYEE RELATIONS (1995 – 1996)
Reported to COO and recruited during high-growth period to provide executive leadership over areas including legal affairs, litigation outcomes, compliance and risk management, human resources and labor relations processes and initiatives. Performed extensive M&A-related duties. Led cross-functional team of nine.
§ Managed due diligence through initial IPO, culminating in a $2B sale – all transactions done within 10 months.
§ Designed and launched company’s first compliance division – recruiting staff of six and establishing protocols and processes for managing Sarbanes-Oxley, DEA and other compliance issues.
§ Negotiated settlement with DEA, achieving a 97% decrease in fines, rescued licensure and preserved assets.
§ Closed two union plants; transitioned prescription volume to a non-union facility without a single NLRB charge; simultaneously negotiated multiple labor contracts in numerous states.
Served on various boards, including the State of Minnesota Safety Council, Albuquerque Red Cross Blood Bank, Duluth Housing Redevelopment Authority, the Lions Club, the Rotary Club, President, Michigan Athletic Trainers’ Society – District 4, and Representative to the National Athletic Trainers’ Training Association.