Thomas E. McQueeney

C-256-***-****

*** ****** ***** *****

New Market, Al. 35761

acrf4w@r.postjobfree.com

Senior Human Resources Executive at GE, Merck, ThermoFisher Scientific and Qualitest Pharmaceuticals with extensive experience in succession planning & talent management, organizational development, change management, industrial relations, compensation and benefits administration, organizational communications, strategic HR planning, M&A due diligence & integration, recruitment & staffing, union prevention strategies, and international HR leadership. A realist who aligns HR strategy with business goals and works closely with executives and line managers in a business focused results driven manner.

PROFESSIONAL EXPERIENCE

Qualitest Pharmaceuticals (an Endo Operating Company), Huntsville, Al 2013 to present

Sr. Human Resources Leader

Serve as the top HR leader for 1.4 billion dollar multi-site generics pharmaceutical company number three in the world for doses produced. Currently lead a lean and highly effective 6 member HR team partnering with the Qualitest Leadership to design and implement global HR strategies to address enterprise challenges and exceed client expectations. The HR team are trusted advisors for all levels of the organization.

ThermoFisher Scientific, Bridgewater, NJ 2010 to 2012

Vice President Human Resources, Biosciences Division

●Provided Global HR Leadership for ~1 Billion dollar P&L comprised of 3500 employees working in 51 countries across three distinct business units. Led a team of 42 HR professionals responsible for recruitment, training, driving Employer of Choice survey and employee engagement initiatives, Works Council and Union Relations, M&A due diligence and integration leadership, organizational design support and organizational communications. Providing strategic leadership to SVP HR in transformation of HR operating model. Spearheaded due diligence and post-merger integration for 4 acquisitions over 2 year period. Worked closely with President to restructure organization and optimize global footprint via numerous site closures.

Merck and Co., Inc., West Point, PA 05/06 to 12/09

West Point Site Leader, Human Resources 09/07 to 12/09

●Led a team of 32 HR professionals in support of ~10,000 employees working in Manufacturing, Research, Human Health Sales and Global Support functions at the West Point location responsible for over 10 billion dollars in output. Served as acting Labor Relations Leader for the Company responsible for eight unions in multiple locations in 2008.

Sr. Director, Human Resources

Global Vaccine Mfg & West Point Operations 01/07 to 08/07

●Responsible for leading team of 12 HR/LR professionals who supported ~4,000 employees working in the Merck Mfg. Div. at West Point, Upper Gwynedd and satellites

●Achieved successful completion of historic and transformational contract negotiations with the United Steel Workers representing ~1,900 bargaining unit members. Some highlights include:

●136 jobs mapped to 32 broad classifications resulting in stabilized workforce.

●Consolidated 87 departments into 6 business units with complete right of assignment

●40% decrease in absenteeism since contract ratification.

●24 months lock in periods and skills assessment testing.

●Put in place aggressive contract implementation plan team to realize full value negotiated.

●All HR BP's trained to serve as internal business coaches to clients to further embed Merck Leadership Standards.

●Expanded HR and client engagement in execution of annual HR processes like succession planning, talent reviews and total compensation mgt.

●Exceeded stretch targets on profit plan.

Sr. Director, Labor Relations

Global Vaccine Mfg & West Point Operations 05/06 to 12/06

●Co-chaired the Labor Strategy team responsible for shaping vision for the future of labor at the West Point site. Integrated input from numerous sub-teams and translated into cohesive negotiations plan.

●Served as sponsor to the strike contingency sub-team in developing best in class plan which would have enabled West Point to operate during a 6 month work stoppage.

General Electric, multiple divisions in nine locations 1982 to 04/06

Global HR Leader-GE Healthcare Supply Chain, Waukesha, WI 12/04 to 04/06

●Led staff of 20 HR professionals responsible for all Human Resources activities supporting 3,500 supply chain employees located in 15 global plants and a Sourcing operation responsible for a $7B buy.

●Sustained Union Free Operations:

●Moved quickly to instill process rigor around how site and headquarter teams partner to analyze, diagnose, improve and track positive employee relations initiatives.

●Developed union-free support central site for leaders to mine best practices.

●Trained and dispatched tandem assessors to each non-union site to provide plant managers with improvement recommendations.

●Track progress via quarterly regional QMI calls.

●Provided OD and change Leadership as GE Healthcare re-organized into autonomous P&L structure.

●Designed supplier quality organization, and led recruiting & staffing of 40 person team.

●Supported lean-kaizan initiatives and supply chain transformation in staffing 25 dedicated lean leaders.

GE Water & Process Technologies, Trevose, PA

Global Human Resources Leader 02/02 to 11/04

●Led the HR segment of due diligence resulting in the April ’02 $1.8B acquisition of Betz-Dearborn. This successful acquisition marked GE’s entrance into the Water and Process Technologies business.

●Received Chairman’s Award for Integration efforts.

●Promoted to lead the HR function for $1 B business…including org comm., C&B, OD, talent mgt, performance mgt, and employee relations. Responsible for the oversight of 5,600 employees located in 55 countries around the globe. Grew P&L from 1 billion to 2 billion in revenue via acquisitions and organic growth

●Designed pole oriented organization with total P&L ownership coupled with global product leaders responsible for matrixing across the globe to introduce NPI’s and increase brand awareness.

●Introduced to heritage Betz-Dearborn Leadership the Annual Human Resource Review process, Work-Out, Change Acceleration Process (CAP) and New Leader Assimilations. Facilitated numerous events for newly acquired team.

●Oversaw the staffing process filling over 750 positions focusing heavily on top-notch commercial talent. Increased diversity at the executive layer from 12% to 20%.

●Restructured-Closed four Regional Business Centers, four blend plants, and one equipment plant. Successfully negotiated Pointe Claire closure with Canadian Union.

●Successfully acquired and integrated Osmonics into the GE Water family increasing revenues to $1.5B. Used voice of the customer employee surveys/feedback sessions and implemented pay and benefits conversions day of close.

●Received CEO Award for “Best New GE Business”.

●Community Relations…key interface with Mayor, State and Local Assemblymen, and other government officials. Oversaw donation of onsite building to YWCA. Adopted Local Elementary School where we refurbished and outfitted school with new state-of-the-art computer lab. Largest Company participation in annual Greater Philadelphia Cares Event to renovate inner-city schools.

GE Quartz-Specialty Materials, Willoughby, OH

Global HR Leader 08/01 to 01/02

●Oversaw 32% reduction in hourly resources, 26% reduction in salaried staffing and 40% reduction in back office resources…resulting in 16M annual C&B savings.

●Developed and implemented global functionalized organizational structure generating substantial cost out through repatriations.

●Navigated difficult work transfer to China resulting in union sign-off on job preservation agreement allowing for incremental volume to be placed elsewhere.

GE Transportation Technologies, Aircraft Engine Services Div., Garrett Aviation, Phoenix, AZ

VP Human Resources 11/98 to 07/01

●Appointed Vice President Human Resources for $500M recently acquired wholly owned subsidiary of GE Engine Services. As member of Executive Committee, ensured HR interests were accounted for in acquisitions, divestitures and new plant start-ups.

●At direction of President:

●Identified and drove general management changes in Long Island, Santa Barbara, Van Nuys, LA, and Houston sites.

●Reduced work force at core sites from 2,200 to 1,600, adopting components of shared service structure.

●Successfully led integration of ElectroSonics acquisition into Garrett Aviation

●Installed peer panel review process in all eight non-union sites.

GE Transportation Technologies, Aircraft Engines Supply Chain; Evendale, OH

HR Leader Rotating Parts and Turbine Airfoils Centers of Excellence 02/96 to 10/98

●Staffed 125 P&M employees in Madisonville, KY and Wilmington, NC plants…11.6% minorities exceeding AAP goals.

●Developed and coordinated implementation of capacity rationalization efforts in Lynn, MA, Wilmington, NC and Madisonville, KY plants.

●Provided strategic leadership to Wilmington team in developing action plans to aggressively address IUE organizing efforts…resulting in no petition.

●Designed comprehensive strike contingency plans and prepared appropriate teams for implementation. Gained ratification of 1997 National Agreement (70%) despite Local Union Leadership opposition.

HR Leader-Sourcing, Quality and Asset Management, Evendale, OH 01/94 to 01/96

●Served as Change Acceleration Process (CAP) coach in support of Sourcing GM’s efforts to actively partner with key suppliers on boundaryless productivity initiatives.

●Provided leadership in recruiting efforts that resulted in Sourcing acquiring 50% of Aircraft Engines Junior Military Officers.

●Facilitated cross-functional leadership team in establishing the vision that led to the creation of the Materials Mgt. Organization.

●Oversaw the low-end commodity outsourcing of ~50 sourcing employees to an integrated systems supplier.

Manager Employee & Community Relations, Seattle, WA 3/91 to 12/93

●Assumed lead role in successful closure of the Seattle plant…Chief Spokesman in the decision bargaining negotiations with IUE Local 1002. Sole company spokesman with media and government officials.

●Hosted OFCCP on-site review of AAP resulting in no recommendations for improvement and positive recognition by OFCCP.

●Negotiated Layoff and transfer supplement and cellular mfg. agreement resulting in 45% reduction in job classifications and a more flexible workforce.

Human Resources/Union Relations Rep., Lynn, MA 01/88 to 02/91

●Significant Union Relations engagement at all steps of the grievance procedure and arbitration.

●Provided complete client support for contract interpretation, disciplinary action; revised and administered the Attendance Policy, Drug & Alcohol Policy, and Random Drug Testing procedures.

Human Resources Rep, Strother, KS & Hooksett, NH 7/83 to 12/87

●Produced plant newsletters and myriad of other site communications; Provided on-site benefits administration; Investigated union grievances, oversaw the staffing of hourly and non-exempt positions; Prepared annual Affirmative Action Plans; Implemented positive discipline process into 600 employee non-union plant.

EDUCATION - B.S. Industrial & Labor Relations, LeMoyne College, Syracuse, NY. 1983

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