STEPHEN A. LAZUR

MHRM/IR, SPHR, SHRM-SCP

**** ***** ******

TURTLE CREEK, PA 15145

412-***-****

acp33t@r.postjobfree.com

Management professional of 20+ years with a proven record of consistently delivering results efficiently and effectively in highly competitive operating and challenging environments; strong, high-energy level leader with good platform skills and a record of making a positive difference while reducing costs and simultaneously adding value; recognized ability to develop and execute business plans/ organizational transformations that result in improved performance through operational efficiency (BBP’s); extremely versatile leader being equally at ease at all levels whether on the shop floor or in the boardroom or, with all strategic, operational, or administrative duties; demonstrated KSA’s in the basic core competencies plus the following:

Business Restructuring, Consolidation, Turn-around, MA, Start-ups, Green-field, Multi-Plant/ Multi-Unit Management, Local/ National/ Global Business Leadership, Manufacturing/ Operations/ Production Management/ Mining, Corporate Governance, Due Diligence, Contracts/ RFPs/ RFQs, ERP/ CSM, Environmental Health and Safety: Lean/ Kaizen/ JIT/ APICS/ APEX; TQM/ ISO-9001/ ISO-14000.

Daily use, strategic implementation, creation, and training of policies and procedures regarding the following: PPACA, FMLA, ADA, ADEA, COBRA, EEOC, HRC, HIPAA, ERISA, FLSA, FCRA, SPD, SAR, SOX, OFCCP, NLRA, CBA, PLA, UC, WC, Title VII, OWPA, GATT, E-Verify, OSHA, MSHA, 5500s.

IT/IS/MIS KSA’s: HRIS: SAP (Super User), Kronos (KT, KA, TM), Kenexa, Taleo, Oracle, Peoplesoft, Peopleclick, ADP, Microsoft Dynamics GP (Power User) FIS, WM, Cogsdale CSM, GLM;

Microsoft Office: Access, Excel, Outlook, PowerPoint, Word, Project, SharePoint, Visio;

Payroll: Kronos, ADP, Ceridian, Paychex.

EDUCATION

Master of Arts Human Resources Management/ Industrial Relations

Graduated in May, 2001 with a 3.6 GPA

Saint Francis University (established 1847), P.O. Box 600, Loretto, PA 15940 Phone: 814-***-****

Bachelor of Science Human Resources Management, Minor in Psychology

Graduated in August, 1994 with a 3.27 GPA

Point Park University (established 1960), 201 Wood Street, Pittsburgh, PA 15222 Phone: 412-***-****

* All education was achieved and paid for while being employed and attending classes in the evening.

** Numerous seminars and training courses have been attended over the years that are not listed.

NOTABLE EXPERIENCE

JSW Steel (USA) Inc.: Top HR person in the USA for the 5th largest steel producer in the world;

Commercial Metals Company Steel: $182 million, micro-mill steel mill, green-field project;

Freeport-McMoran Copper & Gold: Smelter; Non-bargained;

Tech Group: Medical devices; Non-bargained; Southwest/ Nationwide;

Interforest: Top HR person in the USA, veneer and specialty lumber; Bargained-for/ non-bargained;

Allegheny Ludlum Steel: Stainless and specialty steel; Bargained-for; Two locations;

US Steel: Steel and coke; Bargained-for; Three locations.

01/2013 to 12/2014: Director, Human Resources: JSW Steel (USA) Inc., Baytown, TX

Provide strategic, operational, and transactional direction or duties as required.

2004 to 2012: Lazur Consulting Service, (LCS)

On-site working 10-12 hours a day, 50-60+ hours a week, 24/7 on-call, or being away from home; primary clients and duties during this time-period are as follows;

2011 to 2012: Pittsburgh Water & Sewer Authority (PWSA); ERP implementation, SAP and Ceridian were converted to Microsoft Dynamics Great Plains.

2009 to 2010: Commercial Metals Company (CMC) Steel Arizona; Served as the human resources, safety, and payroll person for a $182 million green-field micro-mill start-up in Mesa, AZ; contacted for this senior-level management position when the person that they had was diagnosed with a terminal illness. This position was strategic, managerial, and transactional.

2007 to 2008: Freeport-McMoran Copper & Gold; Served as the human resources person for a copper smelter in Miami/ Claypool/ Globe, AZ when Phelps-Dodge was bought-out. The facility was without human resources for two years. The head count was at 239, fully-staffed was 439 when departed.

2007: City of Pittsburgh, PA; Assistant Director of Human Resources; primary function was to right the wrong that was workers’ comp due to the 1953 Heart & Lung Act in PA putting the City of Pittsburgh on a 11.8 year path to wellness regarding this area.

2005 to 2006: Cingular Wireless and acquisition of AT&T Wireless (rebranded back to AT&T Wireless); contacted to do many human resources functions using best business practices (BBP) including strategic initiatives, large RIF, benefits creation, and implementation of a staffing module that is of my design.

2004: US Foodservice – Arizona Division; Served in a human resources capacity up to Vice President during a buyout by Royal Dutch Ahold when it was found that the former company committed SEC violations as well as other violations.

Regardless of how paid, my work remains the same. This is what is done to achieve objectives/ results;

Develop strategic directives that turn organizations around;

Deal with people that are not used to being told no or used to getting their own way;

Make wrongs right;

Cease the perpetuation of the disconnect;

Take bold action;

Build teams and build in general;

Take a dysfunctional entity and make it functional;

Be apolitical;

Vision;

Listen;

Fix companies and organizations.

August, 2000 to December, 2003 Human Resources Manager, Interforest Corp., USA Operations

Interforest is an international manufacturer of hard-wood veneer and specialty lumber. Danzer, the parent Company, is based in Reutlingen, Germany. Danzer was one of the largest manufacturers of hard-wood veneers in the world. Products and services of Interforest’s US Operations reached globally. Interforest came to the US in the 1990s and bought various businesses, warehouses, distribution centers, and standing timber nation-wide. This created a consortium of entities that needed to be centralized and to be brought together as a unit. This non-traditional position was much more than a human resource position due to the lean dynamics of the Company and my past manufacturing experience. Duties included:

Change agent (OD) for everything within the Company;

Secured funding for bonds at various locations nation-wide;

Business partner with the other departments and divisions within the Company;

Identify needs and act on those needs such as initiating ISO 14000;

Provided leadership, inspired, and motivated by setting the example;

P/L responsibility;

Decision making concerning all aspects relative to HR, contracts, and facilities;

Planning, implementing, and evaluating all programs, practices, policies, and procedures;

Brought the new hiring processes created at previous employer to Interforest;

Expanded the Sales Department to reach farther in the global market;

Created a new division to tap into the Mexican and Central America and recruited in Mexico;

Ensure all legal compliance at all levels at all locations and dealt with all legal inquiries (EEOC);

Plan Sponsor contact/ representative for both salary and hourly 401(k) plans;

Responsible for labor relations, the largest plant unionized (USWA), all other locations non-union;

Coordinate activities with the other divisions, both domestic and foreign;

Directed workers' compensation program in multiple states (2003 was a –72% from 2000);

Managed UC in multiple states (reduced experience rating even with layoffs and RIF);

Authority, responsible, and accountable for all disciplinary actions including all grievances;

Re-designed and created health care plan design;

Payroll functions (ADP), includes ReportSmith, Kronos with KA responsibilities;

Selected and directed law firms per specialty;

Assigned ever increasing duties for the parent organization, Danzer;

Attended Board of Director meetings;

Traveled frequently throughout the US, Canada, and Mexico;

Daily contact with upper management while reporting directly to the President and Vice Presidents and interacting with all levels of management and employees.

Selected Accomplishments:

*Nationally, health care costs increased up to 20% or more in 2003, in 2002 for 2003, reduced costs 2.8%;

*Lower labor costs than other divisions, kept manufacturing operating while other divisions closed;

*Reduced turnover from 127% in 2000 to 0% in 2003;

*Workforce matured, thereby became more efficient and proficient, thus producing a better product;

*Company became an employer of choice;

*Goal of bringing all entities into one unit was achieved;

*Saved the Company $1.975 million in 2001 alone.

1995 to August, 2000 Director of Human Resources, Iron City Uniform Rental

Iron City Uniform Rental (Iron City Industrial Cleaning Corporation) was an industrial launderer with three locations serving four states. This family owned Company was in existence for 67 years at the time of joining it. The President and CEO wanted to take this Company to new levels as he was the third generation. This was a true human resources generalist position but with expanded duties outside of human resources area due to the size of the Company. Duties included:

Established the human resources department;

Provided contract administration for five unions (three Teamsters) at three locations;

Directed recruitment/ staffing for all jobs;

Accountable for P/L for HR and in other business areas;

Green-field a new location in Tipton, PA;

Designed new hiring processes that reduced turnover that included cognitive behavioral testing;

Contributed in rebuilding the Sales Department and redirecting the Service Department;

Administered UC, attended all hearings (experience rating under 2% from 1997 to 2000);

Created an orientation for new employees, partially to reduce workers’ comp costs;

Conducted all terminations and created exit interviews for closure/ first person accountability;

Led labor negotiations (five contracts signed with no stoppages, or one complete cycle);

Oversaw workers’ compensation and reduced every year from 1996 to 2000;

Benefits administrator (expansion, update, additions at less cost);

In charge of compensation that included wage analysis, surveys, performance appraisals;

Initiated monthly Focus Group meetings to improve employee relations;

Provide leadership by setting the standards of professionalism;

Implemented safety programs and was the Safety Director;

Acted as a one-person human resources department;

Fiduciary responsibilities as a Corporate Officer;

Traveled routinely;

Report directly to President/ CEO.

Selected Accomplishment:

*Turn-around situation that had a positive outcome as all objectives were achieved;

*Became an employer of choice in the area;

*Increased the Company income 33% during the time there;

*Saved the company hundreds of thousands of dollars.

1994 to 1995 Employee Relations Manager, Gabriel Brothers

Gabriel Brothers is a family-owned/ run retailer specializing in deep-discounted items. At the time of employment, Gabe’s had 17 stores in five states, one distribution center, and 2000 non-union employees. Duties included:

Facilitation to store level management (mainly a staff/ consulting/ transactional position);

Served as the Safety Director for the Company;

Maintained a strong non-union position and policies that remain in place to the present;

Conducted field investigations (traveled weekly);

Daily contact with corporate owners.

Selected Accomplishments:

*Represented the Company at all unemployment and workers' compensation proceedings in five states.

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RELEVANT EXPERIENCE

Two years: Board of Directors Member, Competitive Employment Opportunities (CEO) CEO is a non-profit organization that deals with finding employment for the disabled (while at Iron City).

Five years: Corporate Officer, Iron City

Three years: Attended Board of Directors meetings, Interforest

Numerous years: Labor Relations experience with the USWA and other unions; negotiated (lead) 11CBAs and handled thousands of grievances from first-step to arbitration with the largest award in eight (8) figures.

CURRENT MEMBERSHIPS

Free Masonry (F&AMM); Society of Human Resources Management (SHRM), Saint Francis University Alumni Member, Point Park University Alumni Member

ARTICLES/ PUBLICATIONS

February, 2011: Association for Iron & Steel Technology Magazine, feature article by Theodore Leczo, page 35

August 8, 1986: The Wall Street Journal, article by Bryan Burrough, front page, first column

December 30, 1985: Pittsburgh Post-Gazette, article by Eleanor Bergholz, page 37

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