Human Resources Manager

RICHARD WINTER

** ******** ****** *****, ** ***** (H) 978-***-**** (Cell) 781-***-**** *******@*****.***

L EADERSHIP SUMMARY

High-performing Human Resources/Operations leader and member of Senior Management, with 10+ years

experience in the Manufacturing, Construction, Distribution, Health Care and Service sectors in both union and non-

union environments. Demonstrated ability to build business partnerships and align human resources initiatives with

strategic business goals. Significant achievements in cost management, new program implementation, organizational

change, legal compliance, training development and integration/consolidation of various resources. Instituted

improved human resource management policies, practices & programs and cost-effective solutions to complex

organizational problems.

KNOWLEDGE AREAS

• • •

Benefits and 401k Development and Delivery of Payroll and HRIS Administration

Administration and Integration Corporate Training Programs and Integration

• • •

Labor Laws Employee Relations Succession Planning

• • •

Contract Negotiations Union and Non-Union Shops Compensation/Bonus Programs

• • •

Organizational Change Project Management Performance Management

• • •

Strategic Planning P&L Recruiting, Screening and Hiring

CAREER HISTORY

Aggregate Industries, Inc., Saugus, MA August 2005 - present

Aggregate Industries, a wholly owned subsidiary of Holcim, is a $3 billion global manufacturer and supplier of

aggregate products comprised of 4 US regional companies and 5000 US employees.

Regional Human Resources Manager

Full responsibility and oversight for all HR related activities including the management of 26 separate union

contracts and leading a team of HR professionals. Member of the Senior Management Team for the

Northeast Region, with $350 million in annual revenues, 42 locations and 900 union and non-union

employees. Reporting to the Vice President of Human Resources, with a dotted line to the Regional

President. Member of the regions Ethics Committee.

• Strategic Planning: Work closely with regional management towards defining goals directly linking HR

to the business, resulting in increased production, lowered costs and creating better efficiencies at the

various locations. Focused on improving morale and communications to the employees through various

methods including the re-establishment of the employee newsletter, site visits and the implementation of

employee committees. Made HR visible to the region through consistent interaction with all employees

and managers at site locations.

• Change Management: Under the guidance of the Regional President, focus on changing the culture of

the company to not just profit, but also about people. Strong partnership with Environmental, Safety

and Compliance Departments for the implementation of new fundamental practices that coincide with

current times.

• Union/Labor Relations: Lead and direct maintenance of 24 separate union contracts, including

contract interpretation, grievances, arbitrations and negotiations. Reduction from 30 to 24 contracts

through consolidation. Negotiated Teamsters Contract in 2007 resulting in a $4.00 wage concession and

overall estimated annual savings of $1.2 million dollars per year. Negotiated Teamsters Contract in 2008

resulting in an estimated annual savings to the company of $500,000 per year. Work with and train

management to better understand how to manage in a Union environment. Attempt to partner with

Business Agents to ensure the best possible working relationship for all parties.

• Retention and Talent Improvement: Strong focus on retention of management through the

implementation of succession and developmental planning in the region. Partner with the US Training

Manager to ensure training options are available for management at various levels. Offer career path

advice to management at all levels. Co-sponsored the development of an Orientation Binder for all new

employees, ensuring they are brought into the organization consistently with the tools they need. Strong

focus on employee morale within the region resulting in an 89% reduction in turnover.

• Compensation: Co-wrote new compensation incentive plan for 2008 allowing for all employees to have

participating in achieving the company goals and be rewarded for their efforts if the company is

successful.

• HRIS: Act as gate keeper and resource got JDE E1 system for Human Resources on a national level.

Upload files for all regions through mass upload process, including payroll changes. Currently piloting

new reporting program through partnership with IT.

• Legal: Companies main point of contact for any employee related legal actions. Successfully

coordinated and won 2 EEOC cases. Strong knowledge of employment and labor law, FLSA, FMLA,

ADA and COBRA practices.

• US HR Team: Partner with HR peers and HR Shared Service Center to ensure consistency on a US

level. Participate in Global HR initiatives via direction from the VP of Human Resources.

Hyatt Hotels, Boston, MA December 2004 – August 2005

270 room premier hotel with 165 employees

Director of Human Resources

Reporting to the General Manager. As a member of the hotel’s Executive Committee, responsible for short

and long term planning and management of the Human Resources Department. Work closely with General

Manager in implementing, achieving and maintaining hotel and company goals and objectives. Oversee 1 HR

Manager.

• Organizational Culture and Change: Developed and implemented a focus group of employees from

various departments to address key focus areas for the hotel. Provided insight and direction towards

cultural change to executive committee. Actively requested employee input towards global decisions.

• Training and Development: Conducted trainings on various issues relating to the standard operation

procedures of the hotel with a strong focus on manager and leadership development.

• Employee Relations: Conducted thorough investigations regarding employee concerns. Formulated an

Action Plan to resolve issues comprised of consistent communication, management involvement and

follow through.

• Recruiting and Retention: Offered quick solutions to recruiting issues; filled positions with top

candidates while assisting management with succession planning and staffing forecasts.

• Compensation: Conducted a wage and compensation analysis, comparing the current rates of our

property to those of our direct competition. Offered recommendations to the Executive Committee

regarding offers of employment and current market trends.

• Financial: Recommend the department’s budget and managing expenses within approved budget

constraints. Reviewed monthly P&L’s for verification of expenses. Reviewed and approved monthly

benefit invoices ensuring accuracy of enrollments and charges.

Beacon Roofing Supply, Inc., Peabody, MA February 2001-October 2004

$650 million (currently $1.5billion) multi-state wholesale distribution organization comprised of 8 regional companies

and 67 locations with 1 union location and 1200 total employees.

Corporate Director of Human Resources June 2001 to October 2004

A member of the company’s Executive Committee, Marketing Committee and Sales Effectiveness Task

Force, responsible for directing a full function Human Resources Department including Benefits and

Retirement Plan Design and Administration, Employee Relations, Training and Development and HRIS.

Led staff of 4 HR Managers. Reported to the CEO and CFO. Involved with the merging and integration of

two acquired companies into our organization, thus doubling the total organization’s size and revenue.

Developed short and long term department goals based on the needs of the organization. Assisted with

company’s IPO.

• Strategic Planning: Developed and implemented a strategic Employee Development Program focused

on Management Development, Succession Planning, Performance Management and Training and

Development. Year one and two were concentrated on development of a management training program

along with identifying current employees for further development. Year three focused on the

implementation of a Performance Management System, which includes emphasis on leadership and

supervisory development.

• Benefits, Retirement and Expense Management: Plan Administrator for $8 million self-funded health

insurance plan, responsible for claim review and monthly tracking of claims paid. Directly negotiated

with vendors for benefits, to guarantee the best value for our employees while saving the company in

excess of $80,000 in broker fees. Managed consolidation of benefits for all companies within the

organization to achieve further savings to the organization. Plan Administrator for 401k plan worth $30

million in assets. Project Manager for 2 separate conversions, incorporating certain subsidiaries plans

into our plan. Directed implementation and training of HR employees, along with branch employees.

Coordination of 401k audit.

• Payroll and HRIS: Managed corporate function of payroll department. Consolidated companies to

one payroll software package moving to a web-based platform, creating uniformity as well as achieving a

cost savings of 40% or $30,000 to the organization. Wrote reports based on company and reporting

needs. Proficient in both ADP and Ceridian.

• Retention and Talent Improvement: Developed, monitored and reported monthly to Regional

Divisions and CEO on company turnover, resulting in a decrease by 36% with a focus on offering

employees “The Best Environment” to work in. Developed training programs to better educate

managers on policies, procedures and best practices. Conducted HR Needs Analysis to gain stronger

understanding of the companies HR gaps. Strong focus on team building.

• Legal: Companies main point of contact for any employee related legal actions. Successfully

coordinated and won 7 EEOC cases. Strong knowledge of employment law, FLSA, FMLA, ADA and

COBRA practices.

• Administration: Developed and maintained internal policies and procedures for the entire organization,

including the implementation of a company wide handbook. Assisted in the development of Sarbanes-

Oxley policies. Focused on applying company-wide “best practices”. Developed a Human Resources

Branch Binder as a resource for the Branch Managers. Trusted advisor to Regional Vice Presidents and

Executive Management regarding HR related issues, providing detailed information required to make

informed decisions.

• Labor: Actively involved with renegotiation of Union contact. Assisted Branch Manager with

grievances related to Union Employees, while avoiding potential arbitration.

• Workers Compensation: Responsible for overseeing all workers compensation claims related to the

organization. Assisted in reinforcing light duty procedures ensuring that injured employees returned to

work in a timely fashion. Summarized to Regional Vice Presidents on a monthly basis all claim activity.

Led quarterly claims review with broker and vendor to discuss strategies on large claims. Actively

assisted in reducing overall $200,000 dollars in a two year period.

Manager of Human Resources February 2001 to June 2001

Quick Development resulted in the appointment to the Director Level.

Independent Contractor 2000 - 2001

Cost Circuit Manager, Burlington, MA

Business and Operations Director, Boston, MA

CareGroup Occupational Health Network, Boston, MA 1999-2000

Regionally based occupational health network offering various clinical services to employers.

Director of Operations, Occupational Medicine

• Staffing analysis and productivity review; interviewing and hiring of administrative and clinical staff;

annual reviews; conflict resolution/employee relations; Promoted and ensured an exciting,

professional and fun working environment, resulting in a turnover rate less than 10%.

• Re-developed procedures to increase operational efficiency

• Budgeting preparation and projections, sales and financial analysis, charge completion and

preparation for month-end closings: P/L responsibility for $12 million in annual sales.

• Restructured operations and systems to improve productivity, resulting in 25% increased revenue

potential; reduced expenses 20%; brought business from an operating loss to obtaining a profit

within a year.

• Managed and maintained operations for two clinics, including staffing, training, and management of

staff of administrative and clinical employees. Created an environment valued by teamwork though

leading by example.

Sodexho Marriott Food Services, Boston, MA Function Operations Manager 1998-1999

Legal Sea Foods, Boston, MA Restaurant Manager 1996-1998

Ruby Tuesdays, Ft. Lauderdale, FL Restaurant Manager 1993-1995

EDUCATION

1993 BS, Management, Florida International University North Miami, Fl

1989-1991 Undergraduate Course Work, University of Florida Gainesville, Fl

SPECIAL SKILLS AND CERTIFICATIONS

• Current SHRM and NEHRA member.

• Active member of the “VP Connection” group of NEHRA

• Chosen Co-Chair of the Professional Development Committee for NEHRA for 2006 and 2007.

• Member of the Professional Development Committee for NEHRA in 2005

• Certificate in “Guide to Employment Law for HR Professionals”

• Experience with ADP, Ceridian and JDE (Peoplesoft) payroll systems.

• PC and Macintosh proficiency in operating systems, MS Office, time keeping as well as various IT functions.

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