Human Resources Sales

ANGIE MANNINO

*** ***** ***, *******, ** *****

Home: 336-***-**** ● Cellular: 336-***-**** ● abnvyt@r.postjobfree.com

Public Profile: http://www.linkedin.com/in/angiemannino

CAREER SUMMARY

Strategic, driven and accomplished HR executive who understands how to develop human capital, instill strong

cultural values, and enhance organizational effectiveness in complex organizations while achieving quantifiable

business results. Positive, energetic, and dynamic leader with over 19 years of progressive human resources and

sales leadership experience. Consistently provides innovative solutions to improve processes and drive change.

Expertise in communicating, influencing, and interacting with executive officers as well as all levels of the

organization. Exhibits excellent business acumen and strong P & L and general management skills. Experience in

a large global consumer products company.

Seeking an executive level human resources role with a growing company where the utilization of extensive

human resources and business experience would be leveraged to assist a company in achieving its business

goals.

Extensive background in the following broad-based competencies:

Strategy Development & Execution Diversity and Inclusion

Mergers and Acquisitions High Performance Team Development

Culture Change & Integration Performance Management

Organizational Design Succession Planning

Leadership Development and Talent Acquisition, Executive Recruiting, and

Training Workforce Planning

Change Management Union Avoidance

Team Building Compensation and Benefits Strategy

PROFESSIONAL EXPERIENCE

Denison Consulting Company, Ann Arbor, MI January 2009 – Current

Senior Consultant

Consulting firms of all sizes on all aspects of human resources including cultural integration/change resulting from

merger/acquisitions, major reorganizations or leadership changes to assist in the achievement of the desired financial

and strategic objectives.

Specializing in:

- Culture due diligence processes & assessments.

- Creating and driving change to enhance organizational effectiveness.

- Leadership team cohesiveness, management style & decision-making process.

- Culture survey tools (Denison) and survey result planning.

RJ Reynolds Tobacco Company, Winston-Salem, NC July 2004 -October 2008

Positions held at RJ Reynolds:

Vice President Human Resources - Talent Management, Engagement and Inclusion

Responsible for creating and fully aligning people and organization strategies throughout the 6,500 member

organization that would result in the organization achieving its business goals. Served as key business partner and

advisor to the leadership team to ensure that the company’s culture and talent strategy fosters innovation and drives

high performance through the areas of total rewards, recruiting, performance management, succession planning,

training, leadership development, diversity and community involvement. Managed team of 35 and an annual budget

of over $6MM.

Angela Mannino Page 1

Specific Results:

- Developed and implemented a complete culture, inclusion, and engagement strategy and the associated

programs that were designed to foster a high performance culture and engage and motivate a multi-

generational workforce. Strategy included the creation of a company “Brand” that will be used as the compass

for all talent management initiatives. Program’s success led to company being positioned as an employer of

choice and increased retention level of high performing employees.

- Streamlined the performance management process and implemented an improved succession planning

process to better align both activities with evolving business strategies and save valuable time for participating

managers.

- Formulated and implemented a comprehensive recruiting strategy and intern program that utilized all aspects of

the recruiting value chain, resulting in better relationships with key universities, better quality of hires, lower

turnover, and increased diversity.

- Implemented a new talent software suite to integrate and simplify all HR processes saving countless man hours

in HR administrative time and improving employee self-service offerings.

- Developed a new leadership training platform featuring a variety of venues to drive creativity and innovation and

increase organization capability.

- Created a “high potential” program to ensure custom development for employees in succession for VP and

above positions, resulting in a more robust group of employees who were deemed ready for promotions.

Vice President Human Resources - Strategic Business Partners (HR Generalist Group)

Managed team of six direct reports and 18 indirect reports and held annual budget responsibility for over $2.5MM.

Collaborated with and provided counsel to business unit colleagues to ensue consistent applications of company

policies and procedures. Directed activities associated with recruiting, selection, employee relations, outplacement,

legal issues and compliance (EEO, OFCCP, FLSA, OSHA, ADA, and FMLA) as well as employee relations.

Maintained the data integrity of the HRIS system.

Specific Results:

- Increased the level of credibility and influence between HR and the internal clients by focusing on HR activities

that supported business results.

- Developed and implemented first workforce planning model and succession planning template, resulting in an

identification of areas where the leadership pipeline was weak, prompting more precise and specific

development to ensure a robust succession pipeline for critical roles.

- Provided better implementation of key HR initiatives as well as a higher level of quality by placing more rigor and

accountability with managers for the performance panel process, the employee development process, as well as

the succession planning panel results.

- Participated in the development of strategies that resulted in 3 successful union avoidance campaigns.

Vice President Human Resources - Corporate Culture and Change Management

Responsible for ensuring the successful integration of two company cultures during the merger between British

American Tobacco’s US operating company, Brown and Williamson Tobacco Co. and RJ Reynolds Tobacco Co.

Selected for this key role and new HR reporting position based on proven competencies in talent management,

overall business acumen, and field sales knowledge and experience. Directed activities of three direct reports and

had budget responsibility of over $15MM.

Specific Results:

- Developed and implemented, in close conjunction with the Reynolds American Leadership Team, a new

company culture strategy and change plan. The result was a successful merger with Reynolds American,

exceeding all key financial and market share targets.

- Developed new company people strategy that included new total rewards program (compensation and

benefits), recognition program, service award program, and company core values. This became the foundation

of the 3-year strategic plan.

Angela Mannino Page 2

- Out of 6,500 total company employees, selected by the Board of Directors for Reynolds American to be a

recipient of the 2005 RJRT Chairman’s Award. The criterion for this prestigious award was a combination of

accomplishments in 2005 and proven results in making a major positive impact on the business.

- Created a Leadership Development series designed to foster team development within functions as well as

cross functional team development by level. This leadership development series resulted in more productive

relationships and better functioning, more cooperative teams as reported on annual employee morale survey.

- Served as Chairperson/Project Lead for over 20 cross-functional projects and six culture integration teams.

British American Tobacco Corporation, London England US Division Brown and Williamson October 1998

– July 2004

Positions held at Brown and Williamson:

Divisional Vice President, Trade Marketing, NE Sales Area, July 2001 – July 2004

Held P & L accountability for an area that generated over $1 billion in annual sales. Also provided retail strategy

development in partnership with over 60,000 retail and wholesale outlets. Provided day to day operations as well as

leadership and direction to a team of 10 direct reports, over 300 indirect reports and a large contingent workforce.

Accountable for the development and execution of a people strategy that engaged and motivated all employees.

Specific Results:

- Increased market share of strategic brands by 6% while industry share was declining by varying brand mix

based on market demographics and focusing on retail fundamentals and employee productivity.

- Lowered turnover and increased number of employees promoted out of area by focusing on recruiting, on-

boarding and employee development.

- Restructured territories to more effectively cover retail outlets, resulting in cost savings and margin

improvements.

- Developed specific merchandising guidelines and innovative merchandising approach for urban markets that

became company best practice. This strategy significantly increased product visibility and consumer

impressions within each retail location.

- Improved customer relationships with all key customers by developing and delivering shared objectives and

mutually beneficial business propositions as well as improving trust.

Director, Trade Strategy and Category Management, Louisville, KY, May 1999 – July 2001

Provided brand support and trade strategies for the Trade Marketing sales force. Responsible for business

development and strategic workforce planning. Managed three direct reports and over $400M annual budget.

- Assisted in the development of an innovative and new Category Management platform that increased credibility

with customers and helped in the achievement of key business objectives.

- Led the complete restructure of the Trade Marketing organization (over 1,400 total employees), resulting in a

30% decrease in infrastructure costs, a flatter more streamlined organization and cost savings of over $130MM.

- Increased market share by over 50% in the most strategic accounts by designing and implementing an

innovative National Account structure and approach, including new positions, new career development

succession paths, and specialized training specific to the national account group.

- Led 25-person global team in developing a very successful multi-national Key Account training curriculum that is

being used as of 2009 to train sales professionals calling on large global accounts.

Began as Territory Manager, Omaha, NE in 1989, promoted to District Manager, Houston, TX in 1994, promoted to

Key Account Manager, Houston, TX in 1995 and promoted to Regional Director, New England States in 1996.

EDUCATION

MA, Rensselaer Poly Tech University, Troy, NY

BA, Business/Finance, Bellevue University, Bellevue, NE

Senior Professional in Human Resources (SPHR) designation, Testing June 2009

Angela Mannino Page 3

Contact this candidate