Jack Laflin

** ******* ***** ****.

910-***-**** (O)

Pinehurst, NC

858-***-**** (C)

ac1a5c@r.postjobfree.com

PROFILE

Global Senior Human Resources Executive with over twenty-five years of C-Level domestic and international experience with mature, transformational and rapid-growth organizations, including GE, Harris, Invensys plc. and Elan Pharmaceuticals. Extensive background and proven expertise in:

Business turnarounds at Harris, Invensys and Elan.

Strategic and tactical human resources planning, including aligning both formal HR systems and informal corporate culture with business objectives.

Executive management and organizational development programs and processes, including needs analysis, succession planning, leadership effectiveness and Total Quality Management in high-technology manufacturing settings.

Compensation and benefits, including innovative executive incentive and performance evaluation programs. Totally revamped Elan’s Total Rewards Process.

Infrastructure management and leadership with focus on Information Technology and Facilities.

Record of consistent achievement in roles requiring strong leadership and project management skills, the ability to build consensus among diverse interests and exceptional energy and optimism.

PROFESSIONAL EXPERIENCE

LAFLIN ASSOCIATES LLC, San Diego, CA and Pinehurst, NC 2006-Pres.

(A Global Professional Services firm specializing in human resources, infrastructure management, business turnaround management, corporate restructuring and global business consulting)

Founding Partner

Formed a boutique consulting firm focused on improving business performance through Turnaround Management, Business Performance Improvement, Interim Management, Global Business Consulting and Six Sigma/Lean implementation. Additionally, perform focused executive search.

ELAN PHARMACEUTICALS, San Diego, CA and Dublin, Ireland 2002-2006

(Largest market cap business in Ireland. Business hit financial storm in 2002 and joined to lead the infrastructure turnaround.)

Executive Vice President and Chief Administrative Officer

Responsible for Human Resources, Information Technology, Facilities and Total Quality (including Six Sigma and Lean).

Led business turnaround to bring Elan from a loss position of $2B in 2002 to meet business expectations by 2004.

Totally revised Total Rewards process from one of entitlement to a metrics based process.

Reduced IT headcount/expense by 60% and increased customer satisfaction.

Implemented a global strategic Human Resource Review and management process.

INVENSYS SOFTWARE SYSTEMS, London, England and Herndon, VA 1998-2002

(The worlds largest manufacturing software and services business, with over $4.5B in yearly revenues and 28,000 employees located in 41 countries)

Executive Vice President, Human Resources

Responsible for worldwide human resources management, with particular emphasis on strategy, culture and acquisitions.

Led the $750M acquisition and turnaround of Baan, the #3 ERP player in the industry.

Drove reorganization around customer focus.

Implemented a worldwide strategic human resource management process.

Led the facilities team in reducing worldwide facilities from 385 to 225 in 18 months, saving the business $15M annually.

KULICKE AND SOFFA INDUSTRIES, INC., Philadelphia, PA 1997-1998

(The leading supplier of semiconductor assembly equipment in the world, with over $550M in yearly revenue and manufacturing facilities in the U.S., Israel, Singapore, Hong Kong and Switzerland.)

Vice President, Human Resources

Responsible for worldwide human resources management, with particular emphasis on strategic human resource planning, leadership development and succession planning.

Implemented a first-ever Strategic Human Resources planning process, focusing on succession planning, career development, and training needs analysis.

Implemented a worldwide integrated Human Resources Management System at low cost and high effectiveness.

Reduced turnover by 35% in one year.

Developed and implemented a three-day Leadership Effectiveness Workshop and personally trained 200+ managers in six months.

ABDUL LATIF JAMEEL GROUP, Jeddah, Saudi Arabia 1995-1997

(A privately held, $6.2B company with 6200 employees worldwide, involved in automobile sales and service, real estate, consumer electronics and durables, financing, media, hotels and shipping. ALJ is the third largest distributor of Toyotas in the world.)

Vice President, Human Resources

Responsible for all human resources activities for the ALJ Group.

Created the first-ever human resources team for ALJ and staffed four new human resources general managers (two of which were Saudi Nationals).

Developed the short, medium and long-term vision for Human Resources.

Established a compensation philosophy for the entire business.

Developed a five-year Saudization Plan targeted to employ 50% Saudi Nationals (from 11%).

HARRIS CORPORATION, Semiconductors, Melbourne, FL 1989-1995

(SPD is an $850M, 8500 employee manufacturing business, with three domestic and three international locations, and bargaining units in four locations.)

Vice President, Human Resources - Semiconductors

Served as top executive for worldwide HR planning, development and administration.

Reorganized and reengineered HR to become a full business partner, including rationalizing four distinct semiconductor businesses, joined by an acquisition, into one viable business entity. This involved plant closures, product transfers and significant culture change.

Implemented a TQM process, aligned to key business objectives, which is now a model for the corporation worldwide. Also implemented a pervasive communication program that aligned all employees with business results and TQM.

Facility in Kuala Lumpur voted top quality manufacturer in Malaysia for 1995.

Break-even was reduced by $200M and profitability was increased by $150M in four years.

Developed a long-range labor relation’s strategy that ensured normalcy with company’s bargaining units and negotiated landmark settlements with the IUE and IBEW, which aligned with and created a platform for TQM.

Developed the Specialized Employee Education (SEE) Program and negotiated a $150MM Sunshine grant with State of Florida. SEE Program is now a recognized Associates in Arts degree in Florida.

GENERAL ELECTRIC COMPANY 1973-1989

GE INFORMATION SERVICES, Rockville, MD (1987-1989)

(GEIS is a $400M, 2500 employee high-tech information services business with worldwide presence. Some products include EDI (electronic data interchange) and GENIE.)

Director, Human Resources

Leadership responsibility for all human resource functional areas, including compensation, staffing, HRIS, benefits, OD and HR programs and practices.

Led successful culture change that globalized vision, strategy and mission. This included developing a global leadership mentality, including compensation, gainsharing, profit sharing and performance measurements.

Implemented dynamic programs to support leadership. Also developed a five-year compensation strategy and a novel executive compensation program.

Implemented a market-based compensation program, taking GEIS off of the Corporate structure

GE POWER SYSTEMS, Schenectady, NY (1982-1987)

(A $400M, 4500 employee division, with 39 offices worldwide. Business was responsible for the installation, maintenance and warranty for all GE electrical equipment, including: Turbines, Generators, Switch Gear and Drives and Controls for Steel and Paper Mills, etc.)

Director, Global Human Resources

Human resources leadership responsibility involving 50% to 75% international travel.

Rationalized two distinct businesses into one highly-profitable division and brought HR into the field and out of Headquarters.

Implemented sales, variable and leveraged compensation plans worldwide.

Developed working knowledge of the terms and conditions of employment and the cultures of all countries/areas of operation. Traveled to 65 countries.

Negotiated labor contracts in over ten countries.

GE MOBILE COMMUNICATIONS, Lynchburg, VA (1980-1982)

(A $400M, 3500 employee, two-way land mobile radio manufacturer.)

Manager, Organization and Staffing

Responsible for staffing, OD, compensation, benefits, HRIS and Human Resources programs. Additional responsibility as the HR manager for Marketing and Sales and the liaison for Storno, a wholly-owned subsidiary in Denmark.

Numerous GE Businesses (1973-1980)

Progressed through numerous, increasingly responsible, Global Human Resource positions.

RH MACY’S, New York City and Albany, NY 1970-1973

HR Training Program and Branch HR Manager

EDUCATION

BS, Industrial and Labor Relations, 1969, Cornell University, Ithaca, NY

MA, Labor Economics, 1974, State University of New York, Albany, NY

Doctoral candidate in Executive Leadership, George Washington University, Washington, DC

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