Human Resources Sales

Michael S. Goldman, JD

*** ***** ***** ***** *********: 513-***-****

Loveland, Ohio 45140 Cell: 513-***-****

Email: abl3vf@r.postjobfree.com

PROFILE

An accomplished global human resources executive with 20 years of benchmark

results in emerging, growth, or mature businesses in the industrial and

service markets. Skilled in leading human resources and other business

services, including IT, legal, quality, diversity, environmental, community

partnerships, as well as internal and external governance. History of

creating strategic and competitive advantage through measurable returns on

human capital investments. Utilizes continuous improvement methods to

design business systems that maximize top-line growth, bottom-line results,

employee engagement and speed to market during periods of organizational

and market change.

CAREER HISTORY

CRANE CHEMPHARMA FLOW SOLUTIONS, Cincinnati, Ohio 2007 - 2010

As a unit of Crane Co., a $3.0 billion publicly-held manufacturer of

diversified products, ChemPharma Flow Solutions is a leader in the design

and manufacture of engineered valves, pumps, pipes and fittings for the

chemical and pharmaceutical industries, with $400 million in annual sales

and 1,800 employee located in 20 countries. Reporting to the President,

while managing 8 direct reports and HR staff of 22 in the Americas, Europe,

the Middle East and Asia. Served on management and compensation

committees.

Vice President, Human Resources

. Implemented global HR integration plan encompassing intellectual capital,

compensation, benefits, communications, legal compliance, HRIS and

position control. Achieved HR productivity improvements of 21% while

contributing to operating profit of $61.9 million.

. Created new multi-cultural competency model and developmental programs

for HR staff aligned with the company's long-term strategic objectives

and intellectual capital priorities.

. Utilized value stream mapping and Lean processes to reduce department

transaction costs and cycle times. Organized HR Kaizen events focused on

productivity, position control and outsourcing.

. Created a global knowledge management portal for HR staff with 40

information categories, including thought leadership, comparative human

resources, regional and country profiles, international employment law,

commercial standards and employee development programs.

. Implemented global HR KPI report measuring safety, quality, delivery,

costs and growth. Achieved turnover rate of 2.1%; fill time of 72 days;

and high-potential employees with development plans at 100%.

. Achieved $18.0 million in salary, wage and fringe benefit savings through

a global reduction-in-force. Developed risk and legal assessment tools to

facilitate the redundancy process.

METRO HEALTH HOSPITAL, Grand Rapids, Michigan 2006 - 2007

A 240 bed general acute care teaching hospital affiliated with Michigan

State University, with $250 million in revenue, 2,200 employees and 450

medical staff members. Reporting to the COO, while managing 6 direct

reports and human resources staff of 17. Chair of FTE committee and member

of patient safety and compliance councils.

Vice President, Human Resources

. Reorganized department into four interdependent groups encompassing

operations, solutions, leadership development and talent management.

Achieved alignment with new hospital mission and construction of new $150

million health care village.

. Completed two-year HR strategic plan based on comparative analysis of

Baldrige Health Care Criteria for Performance Excellence. Developed

specific operational plans and metrics for improvements in workforce

environment, workforce engagement, work systems, and work process

management.

Michael S. Goldman, JD Page 2

. Utilized Advisory Board resources to create a high potential employee

development program for clinical and administrative leaders, including

classroom, mentorship and cross-functional rotational assignments.

. Benchmarked talent management practices against Conference Board and

Healthcare Advisory Board research, and American Hospital Association

Workforce Strategy Map. Analyzed gaps and created strategies and action

plans to improve the recruitment and retention of nursing and technology-

related positions.

. Led steering committee that redesigned hospital's retirement plan.

Created a multi-media plan to communicate new total reward program to

employees and their families.

CASCADE ENGINEERING, Grand Rapids, Michigan 1996 - 2006

A leader in the design and manufacture of engineered plastic products for

the automotive, furniture, industrial, medical and consumer markets. $300

million in annual sales, with 1,200 non-union employees in the United

States and Europe and joint ventures in Asia and the Middle East.

Reporting to the President and CEO, while managing 7 direct reports, a

business services staff of 45 and operating budget of $6 million. Member

of executive, compensation and fiduciary committees.

Vice President, Business Services 1998 - 2006

Vice President, Human Resources and Information Systems 1996 - 1998

. Achieved the alignment of business services long-term strategy through a

shared services model which resulted in $3 million of positive plan

variances since 1998 and the maintenance of business services staff to

employee ratio while sales doubled.

. Supervised the due diligence and integration process of three joint

ventures and one wholly-owned subsidiary with combined revenue of $90

million.

. Developed strategic employee communications plan aligned with new brand

architecture, with the theme of providing sustainable solutions as an

employer of choice; average annual sales grew 12% and return on equity

11% since introduction of new brand.

. Led steering committee that restructured company into a front-end/back-

end organization with decision-making councils, key account teams,

mission-driven bonus and restricted stock plans aligned with company

strategy; resulted in $10 million in operational cost reductions, the

formation of 110 continuous improvement teams and productivity gains of

26%.

. Developed comprehensive talent management strategy to support long-term

strategy, including defined core competencies, strategic staffing plan,

assessment and selection process, orientation program, a new manager

assimilation process, career ladders, a diversity and inclusion program,

a gated development process for high-potential employees and a detailed

succession planning process. Strategy resulted in a human capital map of

pivotal talent, an offer to acceptance ratio of 1:1, an average retention

rate of 98.7%, average cost per new hire of $2,400, an average job fill

rate of 36 days, managerial positions with identified replacements at 90%

and 32 hour learning per employee.

. Created a total compensation philosophy encompassing base pay, variable

pay and retirement benefits, which resulted in the distribution of annual

total compensation statements, an average compa-ratio of 1.0, 5 new bonus

plans and 85% participation in the company's 401(K) plan. Established a

service center and information system to support the program.

. Devised innovative strategy to reduce health care costs based on

preventive policies and case management and achieved average health care

cost inflation rate of 7.4% between 1998 and 2005 and disability costs as

a percent of payroll of 1.2%.

. Created an integrated information system architecture, which resulted in

average information system costs as a percent of sales of 1.3%, inventory

turn improvement of 50%, inventory accuracy improvement of 25%, system

uptime of 100% and network uptime of 99.99%.

. Established sustainable business practices encompassing 15 international

standards, a sustainability scorecard, a cross-functional waste reduction

team, a greenhouse gas inventory and reduction project, an Energy Star

inventory of equipment and a new code of ethics. Corporate facility was

remodeled in accordance with LEED EB standards.

Michael S. Goldman, JD Page 3

. Created award winning work/life program containing over 80 benefits and

services.

. Developed and implemented an enterprise-wide risk management strategy,

including risk assessments, compliance audits, intellectual property

management, business continuity plans, an avian flu response plan, and

specialized employee training; reduced insurance premiums 2.9% in 2004

and 5.8% in 2005.

. Designed environmental, health and safety system that led to ISO 14001

registration, reduction in incident and lost work day rates of 24.9 and

11.6 in 2000 to 4.7 and 1.4 in 2005 and reduction in landfill of 38% in

2004 and 65% in 2005. Earned certification as a Clean Corporate Citizen.

. Partnered with universities to develop co-op programs, conduct research,

and to provide specialized training and certification programs. Guest

lecturer at two universities.

. Championed the development of a welfare-to-career program through private

and public sector collaboration that became a national model for

achieving economic self-sufficiency resulting in a 95% participant

retention rate and net benefit to the state of $1.4 million.

ELECTROLUX HOME PRODUCTS (formerly Frigidaire Company) 1988 - 1996

Major appliances manufacturer with annual North American sales of $5.5

billion.

Manager, Human Resources Process Redesign-Corporate Office, Cleveland, Ohio

1996

. Facilitated a company-wide project team responsible for developing and

implementing a world-class human resources and payroll process, including

supportive information technology.

Manager, Human Resources- Refrigerator Products, Greenville, Michigan

1994 - 1996

. Led staff of 32 at multi-union facility with 2,500 employees and annual

sales of $500 million

. Chaired company-wide task force that created core requirements for

standardized total quality management, team building, problem-solving,

safety and communication training modules.

. Achieved a 75% internal fill rate and a significant reduction in cost per

hire.

Manager, Human Resources-Home Comfort Products, Edison, New Jersey 1990

- 1994

. Directed HR staff of 25 at unionized facility with 1,500 employees and

annual sales of $300 million.

. Developed and implemented 5-year HR plan to support unit's long-term

strategy realizing a

$48 million profit improvement, $77 million reduction in average net

assets employed, 12% improvement in productivity and 25% improvement in

service call rates.

Manager, Human Resources-Laundry Products, Mansfield, Ohio 1988 - 1990

. Supervised 13 HR staff members at multi-union facility with 1,100

employees and annual sales of $90 million.

. Organized joint labor-management-government committee to provide

comprehensive adjustment assistance to displaced employees through $1

million in government grants; 85% of salaried employees were reemployed

within 9 months of plant closure.

CLEVELAND-CLIFFS, INC. Cleveland, Ohio 1985 - 1988

North America's largest producer of iron ore, with 4,000 employees and

annual sales of $1.7 billion.

Assistant to Vice President, Human Resources 1986 - 1988

Industrial Relations Representative 1985 - 1986

EDUCATION

J.D., cum laude, Case Western Reserve University School of Law, Cleveland,

Ohio

M.A., Labor and Industrial Relations, University of Illinois, Champaign-

Urbana, Illinois

B.A., History, Drew University, Madison, New Jersey

Michael S. Goldman, JD

580 Miami Crest Drive Residence: 513-***-****

Loveland, Ohio 45140 Cell: 513-***-****

Email: abl3vf@r.postjobfree.com

ADDENDUM

AWARDS AND RECOGNITION

2006-2007

Solucient Top 100 Hospital Award

Total Benchmark Solutions Best Acute Care Hospital Award

2005

Environmental Stewardship Award

American Society of Plastics Engineers (for Cascade's Triple Bottom Line

Report)

2004-2003

Clean Corporate Citizen Award

Michigan Department of Environmental Quality

Distinguished Service to State Government Award

National Governors Association (for Cascade's welfare to career program)

The Best Medium-Sized Companies to Work For in America Award

The Great Place to Work Foundation and the Society for Human Resources

Management (Cascade was #8)

Kettering University Cooperative Education Employer of the Year

(for Cascade's engineering coop program)

2002-2001

Goodwill International Large Employer of the Year Award

(for Cascade's welfare to career program)

Kathleen McDonald Memorial Work and Family Award

Family Support America (for Cascade's PHASES work/life program and the

welfare to career program)

Plastics News Processor of the Year

(for the welfare to career and school-based development programs)

APEX Award for Excellence

(for Cascade's intranet design)

2000-1999

QAD National Rapid Achiever Award

(for Cascade's implementation of a new enterprise resource planning system)

1998-1997

The Ron Brown Award for Corporate Leadership

The President of the United States and The Conference Board (for Cascade's

PHASES work/life program)

The Michigan Manufacturers Association Manufacturer of the Year Award

(for Cascade's community-based programs and partnerships)

Michael S. Goldman, JD

580 Miami Crest Drive Residence: 513-***-****

Loveland, Ohio 45140 Cell: 513-***-****

Email: abl3vf@r.postjobfree.com

PRESENTATIONS

Implementing the Strategy Deployment Process, Annual Crane ChemPharma Flow

Solutions Strategic Planning Conference, Cwmbran, Wales, 2009

Integrating the Global Enterprise, First Annual Crane ChemPharma Flow

Solutions Human Resources Conference, Cwmbran, Wales. June, 2008

How to Conduct Resident Performance Evaluations, Metro University, Grand

Rapids, Michigan, May, 2007

The Cascade Engineering Experience: Health Care in the 21st Century,

MichiganWorks, Kent and Allegan Counties, Michigan Annual Conference. Grand

Rapids, Michigan. May, 2005

Measuring the Value of a Learning Organization to Gain Competitive

Advantage. HR Measurement Summit, International Quality and Productivity

Center, Chicago, Illinois. September, 2004

Competencies for the New HR. The Third Annual Cascade Engineering Human

Resources Conference, Grand Rapids. Michigan. July, 2004

The Eleven Dimensions of Leadership. Becoming an Employer of Choice

Regional Conference, Cascade Engineering University, Grand Rapids,

Michigan. March, 2003

Developing a Welfare to Career Program. MichiganWorks Annual Conference.

Sault Ste. Marie, Michigan. September, 2002

Strategic Employee Communications. The Employers Association. Grand

Rapids, Michigan. 2000

Creating Business Value through Strategic Human Resources Management.

Michigan Society for Human Resources Management Annual Conference. Grand

Rapids, Michigan. May, 1999

Using an Organization's Values to Become an Employer of Choice. Ferris

State University Management Development Retreat, Big Rapids, Michigan.

August, 1999.

Recruiting and Retaining Employees. Cadillac Area Human Resources

Association, Cadillac, Michigan. November, 1999

Controlling Health Care Costs in a Union Environment Through Managed Care.

New Jersey Society for Human Resources Management Annual Conference. East

Brunswick, New Jersey. October, 1993

Managing a Career Transition. New Jersey State Association of Chiefs of

Police Annual Meeting, Atlantic City, New Jersey. June 1992

Successful Pre-Layoff Assistance to Workers. U.S. Department of Labor

Conference on a Workforce in Transition, Oconomowoc, Wisconsin. June, 1990

Organizing a Community-Based Readjustment Assistance Committee. National

Governors Association Conference on Facilitating Worker Adjustment Through

Labor Management Cooperation. East Rutherford, New Jersey. June, 1990

Michael S. Goldman, JD

580 Miami Crest Drive Residence: 513-***-****

Loveland, Ohio 45140 Cell: 513-***-****

Email:

abl3vf@r.postjobfree.com

PROFESSIONAL DEVELOPMENT

Selected Company Sponsored Training:

The 7 Habits of Highly Effective People (Covey Leadership Center),

Leadership 2000 (Zenger Miller), Creativity and Lateral Thinking (Edward de

Bono), Creating the Market Focused Organization (Northwestern University,

Kellogg School of Management), Lean Manufacturing, Value Stream Mapping,

Total Quality Management (Organizational Dynamics Inc.), ISO 14001 and TS

16949, The Role of the Process Owner (Michael Hammer), Measuring

Organizational Effectiveness (Denison Consulting), Organizational Learning

and Shared Services (The Conference Board), M&A Integration (Hypotenuse

Enterprises), Strategic Planning, Sustainability and Social Responsibility,

A Framework for Understanding Poverty (Ruby Payne), If Disney Ran Your

Hospital, Union Avoidance in Healthcare, HIPAA Compliance, Incident Command

and Pandemic Management, Big Five Personality Assessment Certification

(CentACS), and Topgrading Interview and Selection Process (Bradford Smart).

CIVIC AND PROFESSIONAL AFFILIATIONS

Society for Human Resources Management, Member

Federation of European Employers, Member

Centerpoint Health, Cincinnati, Ohio, Board of Trustees, Member

Threshold Academy, Turk Lake, Michigan (charter school based on the Head

Start philosophy), Past President

Cascade Township, Michigan Fire Department Levy Committee, Past Chairman

The Conference Board Council of Mid-Market Human Resource Executives, Past

Member

The Conference Board Working Group on Corporate Citizenship and Risk

Management, Past Member

Automotive Industry Action Group, Past Member

Michigan Climate Control Project, University of Michigan, Past Member

American College of Health Care Executives, Past Member

American Society for Healthcare Human Resources Administration, Past Member

The Advisory Board, Past Member

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