Human Resources Manager

DONALD (DON) JAMES MARSHALL ************@*****.***

**** ****** ****, ******, ** 77379 281-***-****

SUMMARY OF QUALIFICATIONS

With the current state of the economy, your company is probably looking for every possible way to

reduce costs, improve performance and increase sustainable profitability.

I am a seasoned veteran in this arena having successfully restructured three companies over the past

10 years. My unique blend of operating, finance and corporate experience provide me with the

ability to quickly assess the strengths and weaknesses of the company’s people and processes to

ensure that the right changes are made effectively and efficiently.

I am a passionate and dedicated Human Resources Professional with over 15 years of human

resources management experience with accountability for operations in the US, Canada, Mexico,

UK, and Europe. A well-rounded results oriented leader recognized for:

Corporate Restructuring Employment & Labor Law Union Avoidance

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Compensation Systems Team-Building Union Negotiations

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Succession Planning HR Policy Creation EH&S

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Organizational Development Health & Pension Benefits Continuous Improvement

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• Recruitment Strategies International Relocations Employee Evaluations

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Notable Achievements:

Successfully restructured Huntsman Surface Sciences Division by reorganizing the

production, management and sales teams. Employment costs were reduced by 22%, sales

increased by 15% and the division went from losing $2M per month to making $5M.

Successfully restructured Hamilton Specialty Bar (HSB) by negotiating flexible work

schedules and cross-training with the union and rationalizing the front office workforce.

Successfully integrated four acquisitions into the Lone Star group while growing sales from

$35 million to $150 million over three years.

Increased the EBITDA at a unionized ITT Automotive plant by over 70% in three years

through the use of various continuous improvement techniques, management rationalization

and daily performance monitoring.

Reduced the future debt HSB had to carry on the books by $6.4M, by correcting the methods

the actuaries had used to value the defined benefit pension and future retiree health benefits.

Aggressively negotiated with vendors and conducted employee education programs to limit

healthcare cost increases to only 3% verse an industry average of 8.5% over the last 4 years.

Improved Executive and Management focus on achieving key global and regional objectives

by implementing variable compensation systems that dramatically improved the link

between personal performance and the attainment of company objectives.

Created and maintained user-friendly and efficient position description, training and HRIS

systems that were in accordance with ISO-9008 as TS-16949 that resulted in annual savings

of over $100k per year.

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Effectively use lean manufacturing and other continuous improvement tools throughout the

organization to reduce costs and improve revenue per person.

Implemented flexible scheduling to enable 24/6 operations at the same cost as 16/5 which

increased revenue per person by 40%.

Received a promotion in the first year of employment with every company worked.

Significantly increased the value other senior managers placed on HR by proving that this

department could regularly provide them with verifiable improvements to their bottom-line.

PROFESSIONAL EXPERIENCE

LONE STAR FASTENERS, LP, Houston, Texas April 2006 to September 2009

Equity backed Manufacturer and distributor of specialty fasteners, gaskets and industrial coatings

for the oil and gas, chemical and exploration sector; 800 employees, and $150M in annual sales.

Vice President, March 2008 to September 2009

Accountable for Global Human Resources, EH&S, Corporate Compliance while also taking

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on the new role of General Manager for the Industrial Coatings Division.

Successfully implemented restructuring initiatives that resulted in over $1.1M in annual

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savings and increased revenue per person of 28%.

Improved quality and on-time delivery in industrial coatings by over 50% through

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management changes, improved scheduling and cross-functional work teams.

Vice President, Human Resources and EH&S, April 2006 to March 2008

Successfully integrating four acquisitions into the Lone Star group while growing sales from

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$35 million to $150 million.

Designed and implemented a new fixed and variable compensation structure that only paid

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bonuses when the division or corporation achieved at least 80% of their budgeted EBITDA.

Designed and implemented new HR and Safety policy manuals consistent with current

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legislative and legal best practices to support the continued growth of the Company.

Overhauled the healthcare programs to offset annual increases. Between 2006 and 2009, our

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combined healthcare costs, employer and employee paid, increased only 3%.

Replaced the existing profit sharing program with a Safe Harbor 401(k). This reduced the

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annual cost of the plan by 20%, ensured highly compensated employees were no longer

penalized and reduced audit costs by $10k per year due to reduced testing requirements.

Improved the safety performance from a starting SIR of 8.4% to 1.1% through increased

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accountability on the supervisors, regular audits and well communicated metrics. This lead

to annual savings of over $100k through reduced worker’s compensation premiums.

Implemented cross-functional job training to improve the flexibility and competency levels

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of the employees which lead to annual savings of over $500k per year while also improving

on-time delivery and quality.

HAMILTON SPECIALTY BAR (HSB) CORPORATION, Hamilton, Ontario 2004 to April 2006

Equity backed Manufacturer and distributor of higher quality steel bars for the automotive sector;

400 employees, and 400 million in annual sales.

Director, Human Resources

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Recruited to assist in the rebuild of HSB Corporation, following the bankruptcy of their former

parent company, Slater Steel. Reporting directly to the CEO, served as a member of the executive

team, and oversaw five direct reports with cross functional responsibility for 400 employees.

Instrumental in the successful completion of the financial restructuring process four months

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ahead of required schedule by reducing annual operating expenses by $2.2M.

Repaired the tenuous relationship that had existed between management staff and the USWA

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Local and International Unions. Successfully completed contract negotiations which

included significant capping of healthcare benefit programs, no increases in pension benefits

and only modest wage increases.

Established new Medical, Dental, Pension Plans (DC and DB), and Compensation programs.

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HUNTSMAN LLC, Salt Lake City, Utah 2000 to 2004

An $11.5 billion global manufacturer and marketer of commodity and differentiated chemicals with 11,300

employees and 62 operations in 22 countries.

Director, Human Resources, Surface Sciences Division – Houston, Texas, 2001 to 2004

Direct responsibility for managing 850 associates in four manufacturing sites (three in Texas, one in

Ontario), an R&D site (Austin, Texas), the North/South American sales team, as well as the

division's Executive Team.

Executive member of cross-functional team that reduced the North America annual operating

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expenses by $9 million while increase sales by 15% in less than one year.

Transitioned the division from a traditional layered organizational structure to a matrix

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structure, improving the ability to respond quickly and effectively to market demands while

also reducing annual costs by over $500K.

Executive Member of an international HR Team with combined responsibility of 3,000

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employees. Designed and implemented a comprehensive global HR management system.

Accountable for creating a global management bonus structure to effectively drive the

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regional and global performance needed to achieve the necessary financial performance.

Instituted an inter-divisional employee development and succession planning system to

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ensure the long-term stability of the company and to satisfy the demands of the investors.

Human Resources Manager, Huntsman Canada, 2000 to 2001

Top Canadian HR professional responsible for two plants and the remote sales staff.

Removed over $1 million from annual operating expenses that lead to the highest profits

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they had since being acquired three years earlier.

Greatly improved communications and cooperation with both the union and staff which lead

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to substantial savings through scheduling and manning procedures.

Successfully implemented the first effective attendance program in a CAW plant which

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resulted in a 50% reduction in hourly absenteeism and an approximate cost savings of $220k

ITT AUTOMOTIVE (ECHLIN), Mississauga, Ontario 1996 to 2000

An ISO/QS 9000 automotive manufacturing facility, producing components for the OEM and

Aftermarket automotive industry. ITT Automotive and Echlin were multi-billion dollar global

enterprises employing more than 40,000 employees.

Interim Plant Manager, 1999 to 2000

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Human Resources / Manufacturing Manager, 1999

Human Resources / Continuous Improvement Manager, 1996 to 1999

Initially recruited as Human Resources Manager reporting to the Plant Manager the position had

three direct reports and two indirect reports.

Successfully reversed downward spiral of the plant which had been scheduled for closure

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due to facility age and poor financial results by shifting the product mix to better reflect

production strengths and weaknesses. In two years, EBITDA went from $2M to $8M.

Drove forward positive change and cost-savings through the use of continuous improvement

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techniques, such as 5S, 6 Sigma, 8D, and Kaizen events.

Served as member on the North America compensation and benefits directorship, EH&S

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auditing team and the Echlin merger team.

HOUGHTON AUTOMOTIVE CENTERS, Waterloo, Ontario 1990 to 1992

Sales & Operations Manager

THE DESERT INN, Guelph, Ontario 1988 to 1990

Restaurant and Banquet Manager

EDUCATION

QUEEN'S UNIVERSITY, Kingston, Ontario, Canada

Masters of Industrial Relations, a combination of MBA and Employment Law, 1995

UNIVERSITY OF GUELPH, Ontario, Canada

Bachelor of Arts, Honours, Management Economics, minor in Accounting, 1994

* Completed the Certified Managerial Accountant (CMA) course requirements in 1995

REFERENCES - Available promptly upon request

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