Management Manager

T AV I U S J A C K S O N

**** *. ****** ****** *******, IL 60459 847-***-**** ********@*****.***

Transformational

EXECUTIVE PROFILE

business visionary with

executive and hands on Lean Six Sigma Expert

Operations experience in

various corporate

environments. Strategic

experience in

Engineering, Human

Resources, and

Marketing functional

areas. Strong record of

success engineering

robust, highly effective,

and efficient

infrastructures. Proven

ability to solve business

issues while managing

costs and risks.

Experience in building

high performing teams

and developing multi

year corporate strategies

that create business

value, while utilizing

Agile and Lean Six

Sigma principles.

Business Continuity & Change Management

Project Management Process Design & Reengineering

Budgeting & Cost Control Continuous Improvement

Service Level Agreement/Metric Development Vendor Management

Organization & Staff Development Strategic Planning

Web Marketing Talent Management/Acquisition

Professional Experience

Zurich Insurance Company, Schaumburg, IL, July 2010 - Present

AVP – Operations and Strategy for Talent Acquisition September 2014 - Present

After completing all key milestones of the 3 yr TA Transformation Project, the last milestone was to hire a VP of

Talent Acquisition with 20+ years of experience. With that person now in place, my role will focus mainly on

operations, strategy, innovation, and continuous improvement for U.S. and Canada.

T AV I U S J A C K S O N ’ S R E S U M E Page 2

Responsible for creating and deploying various strategies in support of the business, by market and/or

segment

Oversight of all TA systems/vendors – currently leading Taleo ATS Implementation for NA

Creation and ownership of all key performance indicators and analytics

Oversight of budget in excess of $6M+

Responsible for overseeing and driving all critical initiatives, projects, and continuous improvement

activities

Forecasting/capacity planning and training/development of the staff

AVP – Business Process Improvement and TA Transformation March 2011 – August 2014

Promoted to Head of Talent Acquisition for North America (includes Canada) in support of a $5 Billion business.

Responsible for leading teams across US and Canada for Zurich and Farmers respectively. Challenged to

engineer turnaround of Talent Acquisition organization, performance and service levels. Transformed TA into a

strategic business partner by developing a Talent Acquisition roadmap to align with business needs. Managed

and delivered multiple large scale projects on time and within budget. Managed 45 reports and accountable for

budget in excess of $4.5M+.

Led streamlining of all critical recruiting processes and deployment of improved operating model

Reduced sourcing costs by $700K, while increasing effectiveness of sourcing channels

Reduced Time to Fill by 30 days

Increased Client Sat Score from 5 to 8 (10 pt scale)

Designed and deployed standardized interviewing framework for North America

Established critical metrics(KPIs) and reporting to drive performance

Up skilled team and introduced “Talent Advisor” Competencies

Designed and introduced University Relations function and sub team

Designed formal capacity and overflow model to ensure seamless performance during peak volumes

AVP – Business Process Improvement and Quality for HR July 2010 – February 2011

Recruited to lead global improvement projects and transformational initiatives. Streamlined recruiting processes

and co-led redesign of HR Operating Model. Increased Lean Awareness in HR function and drove creation of

Yellow Belts and Green Belts. Also introduced formal Quality Management System(QMS).

Executed cost/benefit analysis to ascertain feasibility of utilizing business process outsourcing for

various HR functions i.e. Compensation, Benefits, Payroll, Call Center, Talent Acquisition, L&D, etc.

Participated on HRIS deployment team responsible for defining system requirements (SAP)

T AV I U S J A C K S O N ’ S R E S U M E Page 3

Designed and introduced formal vendor management process which led to savings of $500K

Increased “Lean Awareness” from 12% to 95% and increased Yellow Belt population from 0 to 25%

Motorola, Schaumburg, IL, May 1998 - June 2010

Senior Operations Manager – Corporate Marketing October 2007 – June 2010

Double-promoted to Senior Operations Manager for Motorola’s Marketing Organization – reporting into the

CMO. Challenged to engineer turnaround of the Marketing Function, performance and service levels. Co-led

global project to separate the company into two separate publicly traded entities. The goal of this strategy was

to maximize the value of the company to customers and shareholders. Also managed multiple large scale

projects working with Sales and Product Mgt. Led team of 15 and managed global budget in excess of 300M+.

Led “Return on Marketing Investment” Six Sigma Project – designed and introduced process for

quantification of Marketing Channel ROI: $1.5M in cost savings realized

Oversight of all marketing vendors/systems – includes a Salesforce.com implementation for NA

Designed and introduced 2 yr strategy for separating the Marketing Organization into 2 separate

standalone entities – one consumer focused, the other B2B focused

Streamlined and Improved the Global Lead Management Process – resulted in $2M of new business

Led initiatives to streamline and improve the Campaign Launch, Proprietary Events, and

Editorial(web publishing) processes – realized efficiencies that significantly reduced “Time to

Market” for these activities

Oversight of budget in excess of $300M and development of all key marketing metrics/reporting

Operations Manager/Black Belt Consultant – Corporate HR January 2006 – September 2007

Directed multiple improvement and transformational initiatives in Motorola’s HR organization. The largest

initiative was the Global Staffing Transformation Project. Was accountable to CVP of Motorola Global Staffing

and the CEO for this scorecard initiative to drive operational excellence into the Staffing Organization,

restructured and implemented an improved operating model – led team of 20. Also led “Non-Motorolan” Labor

Six Sigma Project: was accountable to CVP of HR Operations for this scorecard initiative to reduce spend and

exposure to risk in the contingent-labor space globally

Reduced contingent labor spend by $1M. Also introduced new policies that reduced the companies

risk relating to co employment issues

Deployed Peopleclick updates/CRs that enabled new processes and Integrated the RMS

application with the “My Team” portal – designed the wireframes with ClickXG - RMS

Co designed and deployed improved operating model for Global Staffing

Reduced recruiting Time to Fill by 15 days

Increased Top 2 Box Client Satisfaction Score for recruiting from 55% to 85%

T AV I U S J A C K S O N ’ S R E S U M E Page 4

Implemented Quality Management System(QMS) for Motorola Global HR Organization – enabled

continuous improvement mind set and capabilities

Led Succession Planning and Talent Review Process redesign initiatives

Owned mentoring and certification of Six Sigma Belts Increased Six Sigma awareness to 95%

and increased

Belt population to 15% in the HR Organization

Taught Value Stream Mapping and Failure Modes and Effects Analysis (FMEA) courses respectively

for Motorola University trained 30% of HR team in this area

Operations and Quality Manager – Networks Division(NPI) May 2003 – December 2005

Promoted to Operations and Continuous Improvement Champion for the New Product Introduction (NPI)

Organization. Served as the TL9000 and CMM/CMMI Quality lead. Led global initiative to train Deployment and

Field Support engineers on Motorola Soft Switch Product(MSS) – designed and deployed course content. Also

Led 4 Six Sigma improvement initiatives for the business line.

Led 2 year business initiative that moved the organization from SEI Level 2 to SEI Level 4

Program manager for new Motorola “Push to Talk” product – first of these products to market

Oversight of budget in excess of $15M+

Led team of 5 engineers

Project Manager/Technical Lead – Networks Division(NPI) January 2002 – May 2003

Managed and delivered multiple software development and deployment projects. Developed and implemented

on-line Maintenance of Line (MOL) System to support Motorola’s EMX2500/5000 Switch. Managed daily

operations of MOL System and led team of 5 engineers .

Software Engineer – Networks Division(NPI) May 1998 – December

2001

Led testing and deployment of software for Motorola’s EMX2500/5000 Switch at customer sites globally.

Provided customer support of EMX2500/5000 Switch and software globally, ensuring “5NINES” system

availability

Education & Certifications

MBA – Marketing Concentration, 2009

Keller Graduate School of Management – DeVry University, Chicago, IL

Six Sigma Black Belt Certification, 2005

Motorola University, Schaumburg, IL

Master’s Certificate - IT Project Management, 2003

George Washington University, Washington, D.C.

B.S. - Computer Engineering, 1998

T AV I U S J A C K S O N ’ S R E S U M E Page 5

Michigan State University, East Lansing, Michigan

Professional Activities

Professional Leadership:

Vice President: Kappa Alpha Psi Fraternity Alumni Chapter, April 2007 – April 2008

President: Kappa Alpha Psi Fraternity Undergraduate Chapter, May 1997 – May 1998

Vice President: Kappa Alpha Psi Fraternity Undergraduate Chapter, May 1996 – May 1997

Awards & Honors:

National Merit Scholarship, SAR Citizenship Award, Various Motorola Awards

Contact this candidate