Customer Service Human Resources

CATHERINE TOWNSEND, B.Sc.

** ******** **** ***. 416-***-****

Scarborough, Ontario, M4E 3R9 ******************@*****.***

Senior Human Resources Leader

A Reputation as a:

A trusted advisor with a proven track record of partnering with CEO’s and other senior executives in building and transforming businesses. achievement oriented, intellectually curious, down-to-earth, innovative, demonstrates ownership, superior planning/execution/problem-solving, accomplished generalist, customer focused, committed, high performance under pressure, thinks independently but acts collectively

SELECTED AREAS OF EXPERTISE

• Organizational Start-Ups • U.S./Canada Integration

• Building H.R. from Inception to National • Mergers and Acquisitions

• Innovative Training Solutions • Building a Customer Service Culture

• Succession Planning • Community Relations

PROFESSIONAL EXPERIENCE

CONSULTING 2011 - PRESENT

Providing Human Resource consulting services.

LOWE’S COMPANIES CANADA, ULC 2005-2010

U.S. based chain of retail home improvement and appliance stores with over 1700 locations in the U.S.A., Canada and Mexico. Currently 17 locations in Ontario with approximately 3200 employees and a plan to open 100 stores across Canada.

Vice President, Human Resources

Reporting to the Canadian President and SVP HR (US) provided strategic and executive oversight of the Canadian Human Resources function. Areas of responsibility included employee relations, compensation, resourcing, organizational development, learning and centralized payroll CAP, Recruiting, HRIS, Benefits, Succession Planning, Community Relations. Oversaw a team of 15 HR professionals.

Accomplishments are based on the successful execution of 3 specific mandates:

Phase I – “Building the Team”

• Partnered with the President and the entire Senior Management Team, (with a 2% brand awareness) operating under tight timelines with minimal resources, recruited and supported on-boarding and training of approximately 100 staff (from V.P. to administrative) to launch Lowe’s Canada.

• Collaborated with the S.V.P. H.R. Lowe’s U.S. corporate culture, HR strategies and functions to ensure alignment between Canadian subsidiary and U.S. parent. As a key leader of the PMO, built and executed H.R. framework and detailed work plan to create the Canadian H.R. organization.

• Key member of Canadian Executive Leadership Team bringing H.R. to the table as business partner

Phase II – “Opening the Field”

• Teamed with the V.P. Operations, built recruiting and training strategy for regional and store operations team that included 13 weeks of training in Buffalo, New York.

• Successfully opened multiple locations on same day – opened 17 stores with resources/plan in place to support opening of additional 13 stores in 2010/2011.

• Built Succession Planning model and other supporting vehicles to ensure the values/culture of the Lowe’s organization were alive within the Canadian organization while maintaining the entrepreneurial spirit and speed to market of a start-up.

• Partnered with new President and U.S. Public Relations to support Community Relations in Canada.

• Developed partnerships with all functional leaders and field managers – educated and coached to ensure consistency and compliance.

• Developed scorecard to measure and attain consistent achievement of best practices; achieved 7% turnover at corporate office and 25% at field sales associate level; achieved 97% of training targets.

• Achieved savings of over $1 million by customizing recruiting and training solutions for Canada in the second year of store openings.

Phase III – “Launching the West”

• Recruited new V.P. Operations to replace expat.

• Recruited additional 25% headcount for Corporate Office while continuing to support growth in field – in position to support successful opening of additional 13 stores in 13 months.

• As a key member of Western PMO, worked with H.R. team to ensure 100% completion of Western PMO 1 year in advance of Western market opening.

• Supported launch of key programs: Lominger Model for Talent Planning, Situational Leadership, Fierce Conversations.

• Maintained self-representation and mitigated risks and associated costs through compliance and education of workforce.

THE BAY, (A DIVISION OF HUDSON’S BAY COMPANY) 2003-2004

Director, Human Resources & HR Strategic Initiatives Team Leader

Led a team of 10 HR professionals supported maintaining HBC as the “Preferred Place to Work” in retail. Focused efforts to gain a high return on Human Capital initiatives while providing core HR programs: Succession Planning, Continuous Learning & Development, Customer Service, Employee/Labour Relations, and Rewards/Recognition.

• Led the HR/Change Management Team in proposing, developing and supporting the delivery of customer focused, strategic business initiatives within HBC. Restructured the team to strengthen relationships, improve credibility and deliver results

• Leveraged influencing skills to encourage adaption of new ideas and programs. Introduced/implemented tools and processes, including: Associate/Customer Surveys, Pulse Checks, Rewards & Incentives.

• Proposed and developed a Recruitment & Succession Planning Strategy which was approved for pilot. Developed/ executed a recruitment strategy to drive business in Major Home Fashion

• Supported development and delivery of training to: support a continuum between all three banners, improve profitability and customer service, and facilitate succession planning at all levels.

• Coached line executives and management in personal development and growth, dealing proactively with performance issues, and promptly resolving internal associate and external customer complaints.

• Supported and implemented development of new value-added core-learning/development programs championing company values/ culture, including: Leadership, Management, Product Knowledge

• In partnership with Labour Relations supported leadership in negotiations with union environments to achieve operating efficiency and cost reduction. Provided continual evaluation of new program implementation and the impact on union / non-union environment

• Maintained linkage between performance results and financial recognition by developing new and championing existing recognition programs.

BEST BUY INTERNATIONAL HOLDINGS INC. 2001-2003

Best Buy Canada, headquartered in British Columbia with at the time, 100 Future Shop stores and eight Best Buy Stores 10,000 employees.

Director, Human Resources (Best Buy International) 2001-2003

Human Resources Leader responsible for linking newly acquired non-US business units with the enterprise, developing a direct relationship between the two.

• Participated in Due Diligence process during Acquisitions and Post Merger Integration activities.

• Retained, grew and developed human capital through a collaborative approach and utilization of specific measures, including: Retention Strategies, Culture Surveys, Pulse Checks, Associate Surveys, Customer Surveys, Change Management, and Feedback and Coaching.

• Consulted with Canadian and US leadership to develop and execute plans to support the long-term sustainability and profitability of Canadian brands.

• Assessed and supported the integration of HR practices between dual brands within Canada and the US.

Director Human Resources, (Best Buy Canada) 2001

Responsible for planning and directing all human resources activities for the launch of the Best Buy in Canada. Responsible for developing, implementing, and coordinating human resource policies and programs, recreating the U.S.’s customer service experience in Canada.

• Worked collaboratively with U.S. Corporate HR to determine optimal use of resources for achieving the goals of both Canada and the US.

• Managed the delivery of all HR programs and policies to Canadian retail organization.

HOME DEPOT CANADA 1991-2000

The Home Depot is the world’s largest home improvement retailer, with over 1000 stores across the U.S., Canada, Puerto Rico, Chile and Argentina. The Canadian operation began in 1994 following the acquisition of Aikenhead’s.

Vice President, Human Resources 1998-2000

Director, Human Resources 1996-1998

With a budget of $6million, directed a staff of five Managers responsible for benefits, compensation, payroll, recruitment, staffing and planning, employee relations, training and information systems.

• Developed and executed a human resources strategic and tactical plan to meet short and long-term business objectives, including 22% growth, maintenance of a positive employee relations environment, and entry into new markets and diversified business initiatives.

• Provided strategic coaching to senior management in all functional areas of the businesses.

• Built a collaborative, multi-disciplinary, customer-focused human resource team to partner with the US.

• Attracted and retained high caliber human capital for growth by introducing human resource programs, including: 360 Feedback, Succession Planning, Career Planning, Employee Surveys, Recognition, Ecruiter (on-line recruitment), EAP, 800 Help lines, Hay Compensation Programs, and others.

• Developed and implemented an improved recruitment strategy focused on hiring a diverse group to support progressive growth, while achieving 70% of promotions from within.

• Collaborated with sales associates, merchants, vendors and customers to build innovative, interactive Canadian training facilities with simulation training. Resulted in highly skilled and confident staff and solid recognition for excellent customer service and increased sales.

• Led in the creation and facilitation of multi-level competency training programs: Orientation, Sales, Leadership, Business Knowledge, etc.

• Facilitated “GE Workouts” to identify research and analyze complex business problems resulting in significant profitability and customer service improvements.

• Pioneered “store walk” practice to assess climate, connect with staff, and work with local teams to identify issues and trends, and develop solutions.

• Led all training initiatives during the merger of Aikenhead’s and Home Depot providing a smoother transition.

• Organized and co-managed two separate Management Exchange Programs between US and Canada resulting in 5-year accelerated growth for Canada.

• Assumed a leading role in the integration of Commercial Direct into the Canadian Division of Home Depot.

Training Director/Development Manager 1991-1996

VARIOUS ADMINISTRATIVE POSITIONS - PEOPLE’S JEWELERS, TRANSAMERICA LIFE AND OLYMPIA TILE 1981-1991

EDUCATION

Bachelor of Science, University of Western Ontario 1981

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