Eric L.W. Stewart

Miramar, FL *****

Mobile: 954-***-**** ac77ls@r.postjobfree.com

Career objective: A dynamic HR Executive generalist with a Talent Acquisition spotlight, searching for a fast paced, team driven environment focused on continuous improvement of business, people and processes.

Experience

April 2018 - present Infinity Hospitality Services (IHS) - Co Founder

Miami, FL

IHS is a boutique consulting company providing both Human Resources along with Sales & Marketing consulting services to both the hospitality industry as well as other sectors. The Human Resource work is full spectrum covering talent acquisition, comp & benefits, performance management as well as employee development and merger/start-up activities.

Oct 2015 – Dec 2017 Clean Harbors – VP Human Resources (Talent Acquisition & Development)

Norwell, MA

Clean Harbors, Inc. is a $3 billion company providing environmental, energy and industrial services, including hazardous waste disposal for companies, including Fortune 500 companies, small waste generators and federal, state, provincial and local governments. The company manages 13,000 employees over 500 locations in the US and Canada.

The role worked closely with the CEO, and other senior leaders to define current and future talent requirements needed to deliver the Company’s growth strategy, and translate that into a successful search, recruit, assess, hire and onboard program for these critical positions.

Overseeing a growing team of 30+ HR professionals, delivering 6,000 new hires annually, including multiple Executives roles searches, supporting 13,000 employees in North America with 500 locations, while supporting a successful track record of acquisitions and divestures.

Diagnosed and corrected a severely underperforming team, to address a broken team that was crippling Clean Harbors’ ability to grow. This required a full review and retooling of 3 disparate recruitment teams and providing leadership and direction at three different locations.

Team overall performance has seen a 40% increase in productivity and a 30% reduction with respect to Time to Fill.

Team was fully reorganized in 2016, individual key performance metrics established and implemented along with an incentive program introduced to reward high performers. Culture within Talent Acquisition has transformed towards a high performing team and are consistently delivering upwards of 600 Offer letters per month.

Successfully bridging the gap from HRBP’s and Ops dissonance to a collaborative working environment in a highly decentralized company, lacking infrastructure and a very challenging culture.

Sept 2013 – Sept 2015 Ryder System, Inc. – Group Director (VP), Talent Acquisition

Miami, FL

Ryder System, Inc. is a Fortune 500 provider of leading-edge transportation, logistics and supply chain management solutions.

The Group Director designs and delivers key staffing processes and services in support of Ryder's strategy to attract, retain and recruit talent. The role manages a team in excess of 50 Human Resources professionals in a quest to deliver the best talent in support of Ryder's growth.

Significantly improved team performance by hiring annually 3,000 Drivers, 1,600 Diesel Technicians and 2,400 salaried professionals in support of 800+ locations throughout the US.

Improved overall effectiveness of the recruiting function by successfully implementing iCIMS as Ryder’s ATS tool for recruitment across both the US & Canada.

Nov 2007 - Sept 2013 Royal Caribbean – Director (VP), Shipboard HR Strategy & Services

Miami, FL

Royal Caribbean Cruises Ltd. is a global cruise vacation company that owns Royal Caribbean International, Celebrity Cruises, Pullmantur, Azamara Club Cruises and CDF Croisières de France, as well as TUI Cruises through a 50 percent joint venture.

Overseeing the global recruitment teams that operate in 60+ countries and support the Royal Caribbean, Celebrity and Azamara brands. Shared responsibility for the direction of a team of 100+ HR professionals in Miami and Manila to ensure all RCL ships are properly and safely manned year round.

Successfully reorganized people, processes and 3rd party teams to solve chronic shortages as well as prepared for significant growth from 2008-2012. Initially responsible for the consolidating of a fractured recruitment team of 30 that were servicing 3 brands (25 ships) and requiring 9,000 hires per year within 60 countries. The team was rationalized to 20 servicing 5 brands, hiring 13,000+ hires and supporting an employee base of 55,000 crew across 36 ships.

Rationalized outside Hiring Partners to better align their services to supply human capital to the business in a timely and cost effective manner. Conducted a process review, developed in-depth site inspection criteria for all Hiring Partners and addressed chronic complaints. Hiring Partner network was reduced/changed by 50% and current network meets all needs.

Merged two disparate teams (Recruitment & Scheduling) to improve services and lower operating costs to the business. The team manages ticketing processes of 100,000 crew movements/yr with a budget in excess of 100 M annually. Delivered 4% savings year over year through various initiatives.

Developed a service culture within the HR team that allowed for the department to evolve a business partnership with the Ops team versus the traditional transactional relationship. New relationship allows for critical analysis and presenting various strategic initiatives to support the business.

2005 - 2006 Norwegian Cruise Line: Vice President, Fleet Personnel

Miami Florida

Norwegian Cruise Line is an innovator in cruise travel with a 48-year history of breaking the boundaries of traditional cruising, most notably with the introduction of Freestyle Cruising which revolutionized the industry by giving guests more freedom and flexibility.

Responsible for the hiring, training and deployment of a crew pool of 20,000+ for NCL, NCL America and Orient Cruise Lines. Staff of 135 and a budget of $5M.

Reorganized people and process for NCL achieved 98% vessel staffing within six months. HR team demoralized, understaffed and underperforming. Reorganized team, redistributed work, redesigned reporting structure and corrected significant work process issues. Maintained 98% crew manning thereafter.

Resolved startup issues for NCL America meeting critical holiday needs. Manning shortfall was 10%-20% per week with a 200% turnover in some departments. Blended HR organizations in Miami and Honolulu to maximize work processes. Met peak staffing needs of 500+ hires/week.

Developed policies and procedures ensuring excellent working relationships with unions. Managed and interacted directly with Seafarers International Union, MEBA (US Flagged Officer Union) and the Norwegian Seamen’s Union. Ensured smooth operations and avoided escalation of issues.

June 1999 - Feb 2004 Club Med, North America – Vice President, Human Resources

Club Med has been a world leader in its market by developing an upscale, friendly and multicultural spirit within the company. Club Med boasts 70 resorts located in the most beautiful sites in the world, a cruise ship and Luxury Villas & Chalets and is associated with dreams and happiness.

Developed and directed HR functions for North America zone and Corporate Headquarters.

Turned around difficult relo situation for Club Med and saved $1M in annual costs. Club Med moved corporate headquarters to Miami. 98% of NY staff refused relo offer. Key player in corporate restructure turning a $40M loss to a profit within 12 months for Club Med.

Implemented practices reducing turnover in North American zone by 65%.

Education

University of Guelph, Ontario Canada

Personnel Management/Industrial Relations,

Fanshawe College, London Ontario Canada

Science Laboratory Technology

US & Canadian Passport holder

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