Richard Ventimiglia

**** * ****** *** acut1t@r.postjobfree.com

Chicago, IL 60626 C 312-***-****

Dedicated senior level strategic Senior Human Resources Business Partner with 15+ years of achievement supporting and 10 years influencing executive level division and business unit leaders to drive culture throughout the organization by aligning the business strategy to people strategies. Manages key talent strategy through workforce management planning, talent review and calibration, organizational change, and talent development planning. Draws on extensive knowledge base of employee motivation and law to resolve employee relations issues with managers and leaders. Working in a matrix reporting environment effectively consults, coaches and mentors all corporate levels from Global President, Division Executives to front line staff. Strong corporate and services experience in healthcare and airline industry including Corporate, Sales, Marketing and Account Management, Product, field operations and call center employee environments. Takes a uniquely business-oriented goal approach to HR management; posts major results by considering and seizing maximum ROI emphasizing focus on employee impact for all initiatives. Active in Illinois-based and national professional networks. Senior Professional of Human Resources (SPHR) since 2008.

Areas of Expertise

Complex Employee Relations

Culture Building/Sustainability

Talent Management Strategy

Organizational Effectiveness

Negotiating and Facilitation with Stakeholders

Corporate Communication/Change Management

Employee Communications

Mergers & Acquisitions (M&A)/Restructuring

Professional Experience

Alere Health, LLC, Rosemont, IL now part of Optum Services Inc. a UnitedHealth Group Company as of January 2015

[Nation’s second-largest disease management company with over 2900 employees in 2014.] 2007 – Present

Human Capital Partner (2015 – Present)

Currently managing the operations business segment for Behavioral Health Insurance products as the Human Resource strategy and business segment expert. Completing major change project inclusive of talent redeployment, organizational redesign, change planning and communications. Additionally, initiates and completes all human resource annual performance management initiatives (Merit and Promotion cycles, Performance Review and Talent Management initiatives, annual employee engagement survey result analysis and delivery, organizational design based on current environment). Heavy consulting and culture engagement.

Prior to this successfully completed all due diligence HR activities and management of people integration for all areas pre and post acquisition by Optum. Most recently post the formal acquisition from 2015 to current, integrated the 2600+ employees of the Alere Health business into the larger Optum business post acquisition by effectively aligning and positively matching the teams to create a seamless transition for our employees. Embedded the company culture with our employees as they joined the new and larger organization.

Vice President, Senior Human Resources Business Partner (2008-2015):

Under Alere Health, promoted from Director, Human Resource Business Partner to this key Senior HR Business Partner leadership position in 2013 directly supporting the Executive Counsel Management Team by advancing and creating key HR strategy based on company objectives. Provide personalized coaching and consulting to the Executive leadership. Mitigate risk through managing the Employee Relations process and HR Policies during all change activities, while leading the team of Business Partners. Responsible to establish relationships and people strategy with all executive and front line leaders of over 2300 direct and 600 per diem staff nationwide, and to integrate multiple divisions into one cohesive, engaged and efficient operation. Establish key relationships with corporate and field locations to evaluate and establish the necessary relationships and strategies for business success.

Coaching and Consulting – Leadership

Regularly collaborate with executive team members to consult, coach and counsel on key issues that impact their success and develop strategy and actions to improve outcomes with deploying/exiting talent where necessary, how to develop future leaders and manage through adverse situations. Provide crucial feedback to leaders to coach them to recognize their strengths and maintain success.

Developed the strategy to support leadership in engaging employees where communication was a key improvement area based on employee Organizational Health survey. Working with key leaders, designed the expectations of front line leaders, implemented the cascading messaging, appropriately challenged the leaders to change the traditional job design of the current managers to ensure that the program could be successful and developed the ongoing evaluation to ensure this was a purposeful and relevant program.

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Change Management – Communication – Organizational Effectiveness

Created multi-staged engagement exercise with a newly integrated Executive Management team post division integration. Established that Executive Management team needed to operate as one cohesive team and implemented key actions to ensure team acted as one team by utilizing management methods of fostering information sharing and encouraging healthy debate that built trust among the team. Cascaded this approach for Front Line Management to ensure focus is on employee engagement encouraging managers to know and understand what motivates employees and how to motivate at the employee level.

Established two-way communication methods so employees can communicate back to leaders easily and frequently in a manner that is inclusive of remote and facility based employees, through review of virtual discussion methods and innovative manager – employee feedback sessions.

M&A – Restructuring

Represent Human Resources during all acquisitions, restructuring and divestiture events. Conducted HR due diligence including compensation and benefit transfer, performance analysis, and staffing reorganization to effectively deploy new talent for the organization during restructure. Coached leaders to refocus staff efforts, raise efficiency, and establish acquired organization as a competitive new company location.

Leading all Human Capital integration activities to fully move Alere Health into Optum Service Inc., business lines while maintaining employee engagement and awareness to facilitate changes required.

Provide guidance on company restructuring of locations. Facilitated multiple facility consolidations to match business to long term strategy and success that positioned company to be in the correct market and close to the customer. Completed cost analysis of restructure people costs, time lines and implementation plan. Conducted reduction notification both internally and with State Agencies. Focus on preparing Leaders to manage through process and to provide support to impacted employees with resources and preparation. Conducted internal and negotiated external executive Outplacement workshops for affected employees. Ensure exit experience was positive to protect company in market place and to reinforce our cultural values to existing and remaining employees. Results were having a fully engaged workforce during the advance notification and no operational disruptions.

During divestiture exercises prepared people data and statistics for organization to present to brokers and bidders.

Performance Management/Incentive Compensation

Chaired all incentive and commission program reviews. Collaborated with key stakeholders and influenced final determinations of annual plans for Sales, Operations and Leadership incentive plans. Redesigned 2014 Leadership incentive program to promote long-term incentive objectives.

Employee Relations

Maintain highest level of confidentiality as chief investigator by completing or reviewing all internal and external investigations regarding Company Code of Conduct and Ethics, HIPAA, HR legal matters and have resolved all cases without liability to the company and satisfactory resolution to individual employees or government entities including OFCCP and EEOC. Ability to gain trust of employees to ensure final results support company values and foster a culture of trust and respect. Strong interest and expertise in employment laws and practices.

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Director – Human Resources & Employee Relations (2007 – 2008): Recruited to this unique role advancing integration of 5 newly acquired locations to acclimate to the new company culture by promoting staff engagement, establishing leadership relationships and evaluating the behaviors against the new company culture and generating broad HR strategy to effectively integrate the talent in support of 1600 employees throughout the United States. Provided coaching to the leadership and managers on effective resolution to serious staff complaints and issues.

Mediated and resolved an unprecedentedly high-stakes dispute between 2 senior executives that threatened company’s overall reputation. Consulted and enabled both parties to clearly define differing interests and arrive at mutually satisfactory compromise.

Developed a custom 360-degree review process for IT Leadership providing individualized feedback and information to the key leader stressing the importance of utilizing the tool as a development piece and not a performance review item. This approach and focus on development was part of a culture change for the organization and proved to be beneficial as the organization continued to change under new leadership.

Created and instituted a universal new performance management system that fostered ongoing engagement and strengthened overall employee development. Convinced reluctant workforce of new program’s simplicity and superiority and completed transition of all departments within 12 months.

American Airlines, Chicago, IL 1999 – 2007

Manager – Employee Administration & Operation: Promoted to facilitate employee-manager relationships while developing and controlling a $500K operations budget. Led 10 supervisors in effective staff deployment and timely service delivery while supporting 3800 employees. In addition, served as the local liaison to Union representatives to respond to contractual incidents to foster productive relationships, reduce grievance filing and expenses associated with filings.

Orchestrated effective emergency staffing measures on and immediately after 9/11 at the Emergency Response Center in Dallas, TX. Arranged timely return of stranded employees and ensured adequate headcount for resumption of business, resulting in no crew shortage-related cancellations, no missing employees out of 20K, and proper accounting of all related costs.

Significantly elevated department’s overall relevance to organization by refining schedules, streamlining administrative tasks, and establishing collaboration with other divisions. Measures turned department into top resource for all operational issues and resulted in 50% promotion of original team.

Played key role in service expansion to China that required at least 900 employees to gain international visas. Promptly reversed initial denial by Chinese government to grant visas by deftly navigating consulate’s intricate document requirements. Eliminated potential for crew shortages by establishing a simple seamless, user-friendly application process that resulted in no further visa denials, no lost documents, and creation of a reserve pool of visa-holding employees past 900-person minimum.

Conducted Emergency Recertification Training annually for 3800 crewmembers, which included classroom lecture and skill demonstrations and evaluation. Maintained and updated all training records for employees as Supervisor of Training. Managed Instructor teams for various training curriculum.

Education & Distinctions

Master of Science – Human Resources & Employee Relations, Loyola University, Chicago, IL

Bachelor of Science – Management Sciences, University of Illinois, Chicago, IL

Senior Professional of Human Resources (SPHR)

National Member, Society of Human Resource Management (SHRM)

Adjunct Instructor -, Loyola University – Human Resources Institute, Chicago, IL Fall 2008

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