Human Resources Supply Chain

J. David LaRocca, Jr.

**** ********* *****, *** ******, OH 43054

Mobile: 614-***-**** Home: 614-***-**** **********@*****.***

Senior Human Resources Executive

Talent & Succession Planning - Performance Management - HR M&A Activities -

Enterprise Level Projects

Leadership Staffing & On-Boarding - Culture, Values and Inclusion - Board

Level Interaction and Support

Record of success building highly collaborative global organizations,

consolidating functions and processes into efficient centralized operations

and creating programs that drive productivity and bottom line growth.

Business partner to senior management and the Board skilled in positioning

HR as a credible player in the success of the enterprise. Skilled at

leading HR M&A, organizational planning and change management initiatives.

Hands-on executive who creates talent agendas and programs that assess and

develop talent across disciplines. Areas of expertise includes:

Succession Management as an Outcome of Employee Surveys and Feedback as a

an Effective Talent Management Program Strategic and Tactical Tool

Merging Separate Entities into Executive Compensation / Performance &

Centralized, Productive Organizations Talent Management Programs/Strategic

HR Operations and Systems (HRIS) Retention Programs

Employee Relations /Diversity & Review, Restructure, and Management of

Inclusion Compensation and Benefit Programs

Union Prevention Strategies

Successful leveraging human capital to create the capability to unlock

profitable business opportunities

Selected Accomplishments

. Built high functioning HR organizations that supported 30,000+ employees

both domestically and internationally.

. Envisioned, created, and led large-scale HR initiatives in the

transformation and development of a new global logistics/supply chain

function for Limited Brands, Inc.

. Implemented talent management and retention programs to deliver best-in-

class talent and effective succession management plans.

. Created and implemented executive and non-executive compensation programs

that directly linked pay to performance.

. In senior M&A roles, led HR process, system, and culture integrations for

Limited Brands and Kellwood Company.

Career Overview

Kellwood Company, Chesterfield, MO

One of the largest apparel makers in the US, Kellwood is a multi-billion

dollar manufacturer and wholesaler/retailer of branded and private label

men's, women's, children's and infant's apparel and leisure time outdoor

products.

Vice President of Human Resources (2006 to 2009)

Executive Officer of the Company and Chief Human Resources Officer

responsible for HR and organizational leadership and support for the

enterprise with 12 operating units and 4,000 domestic associates and 30,000

international production associates. Reporting to the Chairman and CEO,

and in support of the senior leadership team, transitioned HR into a

strategic business partner within the company.

Major Initiatives:

. Competitive Compensation. Created enterprise strategy for, led redesign

of, and promoted Board/senior team acceptance of executive compensation

programs and incentive target setting process, effectively overcoming

disconnect between performance and pay; rolled out across organization.

Redesigned the CD&A materials for the annual Proxy to comply with revised

SEC rules for disclosure and analysis.

. Benefits Overhaul. Initiated broad review of benefits programs and

transitioned to self-funded approach capturing annual savings of $2M in

first and each succeeding year, while expanding programs for associates.

Restructured program brought Board support and enhanced credibility to

the HR function.

. New Talent Agenda. Drove creation of meaningful performance and talent

assessment process that established succession management as a byproduct

of a new talent management program. Implemented annual talent review

process for top-to-bottom assessment of all salaried/exempt associates to

feed an enterprise-wide individual development and succession planning

process.

. Restructured Organization. Led an enterprise restructuring project for

women's business segments; assessed and selected leadership talent for

the new organization.

. Redesigned HR function. Transformed enterprise focus from transactional

activity to capability building initiatives that reduced HR headcount

while increasing service levels to constituent groups.

. Systems Implementation. Led the implementation of the company's first

HRIS system.

. Board Support / Advisement. Built credibility among the Board of

Directors, providing support on Compensation, Organization, Inclusion,

Talent Management/Succession Planning, including compensation programs

for outside directors.

. Mergers and Acquisitions. Actively involved in M&A activities in support

of enterprise growth and acquisition strategies. Participated in

transition to privately held status following hostile takeover by private

equity firm. Left company one year following takeover, restructuring and

downsizing of company under provisions of change in control agreement.

Limited Brands, Inc., Columbus, OH 1982-2005

Parent company of Victoria's Secret, Pink, Bath & Body Works, C.O. Bigelow,

La Senza, White Barn Candle Co. and Henri Bendel - sold in 4,000 specialty

stores, web-based direct channels, and catalogs; $9B in sales (2008);

110,000+ employees.

Senior Vice President, Human Resources, Limited Brands, Inc. (2004 to 2005)

Provided HR leadership and support for 4000+ associates at the company

headquarters in Columbus, OH and New York City, as well as the

international logistics organization in Hong Kong in this Number Two HR

role. Organizations included Logistics, Technology, Real Estate, Store

Design & Construction, HR, Merchandise Planning, Finance, Customer

Marketing, Brand Marketing, Design Services, Company Affairs, Protective

Operations and Flight Operations organizations. Reported to EVP and Chief

Human Resources Officer.

. ERP Project Leadership. Provided HR and organizational leadership for the

company's $400M ERP project during critical start-up stage. Led selection

and staffing of 200+ associates from within and outside the enterprise,

along with the creation of a project success reward system to drive

successful completion.

. Organizational Transformation. Transitioned separate brand financial

organizations into a new uniform financial shared-services operation.

. Retention of Critical Talent. Led retention planning strategies and

program implementation for high turnover organizations (Finance & IT) to

retain key talent during transition to shared-services environment.

Senior Vice President, Human Resources, Limited Logistics Services (2000 to

2003)

Vice President, Human Resources, Limited Logistics Services (1994 to 2000)

Led start-up operations and the development of the HR function for the

Supply Chain division of Limited Brands with 4,000 associates in the U.S.

and Asia. Logistics Services provides global logistics, supply chain/demand

chain, procurement, engineering, distribution operations and product

regulatory compliance services for Limited Brands.

. Creation of a Global Supply Chain. Built a global logistics/supply chain

services organization for the enterprise from inception working alongside

the Vice-Chairman and President of the Logistics Group. Executive team

member participating in the planning and execution of a new strategy to

transform Logistics division from a distribution services function.

Recruited a new CEO and executive leadership team. Added enterprise

procurement, customs/import services as enterprise wide functions.

. Centralized Operations. Centralized Limited Custom Services; merged into

one customs operations the activities previously performed in each of 10

separate business units. Hired and on-boarded highly experienced Head of

Customs; established assessment process; and restructured customs

organization including overseeing the training of 42 associates to become

licensed US Customs Brokers.

. Creation of Enterprise-Wide Shared-Services. Consolidated into single

enterprise-wide function within Logistics Services, the decentralized

functions of Distribution Centers, International Trade and Imports

Management (customs), Non-Merchandise Procurement, Travel Services and

Product Quality and Regulatory Compliance (2002) through organizational

transformation and change management activities.

. Associate Feedback as a Viable Tool. Designed and implemented an

Associate Opinion Survey process to identify/assess associate relations

issues; initiated a process for turning information from the surveys into

actionable improvement plans. Program is an on-going element of company

culture.

. Union Prevention Strategies. Created and led associate relations programs

that maintained a union free 3,000+ person industrial workforce

(compensation, benefits, associate involvement, inclusion, activities &

incentives, process improvement, safety).

. Leadership Development. Directed the creation and implementation of a

comprehensive in-house leadership development and training institute for

line supervisors and managers as part of an annual leadership review

process.

. Succession Management. Developed and launched a college recruiting

program at top US supply chain colleges for entry level supervision that

became the feeder mechanism for a planned succession management program -

viewed within company as best in class program.

Vice President, Human Resources - Abercrombie and Fitch (1992 to 1994)

Vice President, Human Resources, Limited Distribution Services (1987-1992)

Director of Human Resources, Limited Stores and Limited Distribution

Services (1982-1987)

. Organization Transformation-Abercrombie and Fitch. Created the first HR

function for this new division of Limited Brands. Directly reported to

newly hired CEO to articulate the "Vision of the Leader" to the

organization and redefined the brand to the associate population.

Initiated rebuilding of the organization top-to-bottom to reflect the new

direction of the business as a young-lifestyle brand.

. Productivity Initiatives. During period of rapid internal growth and

external acquisition at Limited, implemented employee involvement

programs that improved operational effectiveness and accelerated the

integration of newly acquired businesses into Limited culture and

operating systems.

. Union Prevention-Distribution Services. Created and implemented

successful positive employee relations program that successfully

eliminated associate's desires or needs to participate in union

organizing activities.

Pizza Hut, Inc., (former division of PepsiCo, now a division of YUM! Brands

Inc.), Wichita, KS

Manager of Corporate Employment (1981-1982)

Manager of Corporate and Field Compensation (1979-1981)

Supported $2B annual sales) company with 2,000 company-owned restaurants

and 2,000 franchised global outlets.

Education

University of Illinois - Springfield

B.A., Management

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