Timothy J. Raher, M.B.A.; M.A. Proven Leader in Human Capital Leadership

* 903-***-**** * acu4s6@r.postjobfree.com

An engaging and collaborative global Human Resources leader who assesses and aligns human capital strategies directly impacting business goals and objectives. Demonstrated excellence in the introduction and utilization of core Human Resource processes creating an integrated approach in achieving Company vision and goals. A driver of operational focus throughout the organization with an emphasis on moving the Company forward with a service delivery approach. Regarded as a valued strategic advisor to Chief Executive Officers and Presidents in the building of strong relationships based on trust and credibility.

Diverse experiences across all aspects of Human Resources in various organizations (large and medium; public, private-equity and entrepreneur.) Industries include consumer products health care, medical device and diagnostic, pharmaceutical/chemical ingredient formulation, ophthalmology and technology/telecommunications. Geographies included North and South American, Asia-Pacific and Europe. Notable strengths include:

Organizational Assessments & Planning

Talent Management/Succession Planning

Employee Development

Performance Management

Employee Customer Service

Employee Self-Service

Manager Self-Service

H.R. Systems/Processes

Employee Engagement Survey:

Focused on both Business & Employee Needs

Action Plan -- Accountability

High Employee Morale and Retention

Core Competencies that Drive Human Capital Leadership

* Workforce Management * Talent Acquisition

* Performance Management * Employee Relations

* Labor Relations * Six Sigma (Green Belt)

* Competency Development * Merger/Acquisition

* Change Management * Employee Development

* Mediation/Dispute Resolution * Compensation/Benefits

Timothy J. Raher

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Treyburn human Resources Group, Carrollton, Texas

Vice President 2016 – Present

Designing and implementing Human Resource solutions producing results aimed at improving the overall profitability of the organizations served. Focusing on organizations small to large, our focused expertise centers on Strategic Human Resource development and implementation, organizational assessment and development, along with organizational and compliance audits.

Align functional HR activities with strategic business objectives

Serve as strategic advisors to C-level executives on Human Resources issues and matters

Assess organizations for leadership and succession planning and development

Ensure both legal and regulatory HR compliance

Nexius, Inc., Allen, Texas

Vice President, Human Resources 2013 - 2015

Reporting to the President, this position is responsible for transforming the overall company strategy into an aligned Human Resources strategy enabling the organization to achieve their desired business results. Creation of practice areas and providing advice, counsel and coaching on relevant business and human capital issues focusing on strategy, structure, people, process and rewards. Works closely with the executive team in developing talent management and succession planning of their pipeline of leaders. Responsible for a team of 7 Human Resource professionals.

Implemented a Human Resources Business Partner and Center of Excellence Structure

Developed a Marketing Plan to promote the Value of Human Resources

Created an integrated Performance Management Process (MBO.’s Self & Management Assessments)

Conducted the 1st Employee Engagement Assessment (CultureIQ)

Created a core position profile for all roles (job levelling and descriptions)

Alcon Labs (Novartis Company), Fort Worth, Texas

Senior Human Resources Director (Consulting for Leadership Capital Resources) 2012 - 2013

Serving as a line Business partner supporting the Research & Development Team at Alcon. All Human Resources related activities will be handled through my role to include Workforce Planning, Talent Acquisition, Performance Management, Leadership Development, Reward and Recognition and Culture and Engagement.

Authored the 1st R & D Human Resources Strategy; deployed and shared with all senior line-leaders

Facilitated the hiring of several key R & D Medical Executives

Held 2 Succession Planning forums for all Research & Development personnel

Timothy J. Raher

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Ericsson, Plano Texas

Vice President, Human Resources – Region North America Managed Services 2010 - 2012

Reporting to the Senior Vice President of Human Resources for North America, this position is responsible for overall Human Resources Management, establishing HR business priorities and driving strategic HR initiatives in the Ericsson Managed Services Organization (EUS.)

Championed 3 Managed Services Acquisitions in 12-months

Managed the organizational Right-Sizing of the newly acquired personnel

Reduced the cycle-time for hire by 35%; blended the team structure using in-house & contract recruiters

Leading Visions, Inc., Chicago, Illinois

Consultant 2008 - 2010

A member of the consulting staff providing both internal and client support in the areas of Executive coaching, Leadership Development as well as Team Development and Interventional Support

Johnson & Johnson Family of Companies 1981 - 2008

Johnson & Johnson (World Headquarters,) New Brunswick, New Jersey

Director, Global Human Resources Transformation 2006 - 2008

Reported to the Vice President of Corporate Human Resources and the Vice President of the Global Human Resources Transformation (G.H.R.T.) Project responsible for all aspects of Business Based Human Resources supporting both the G.H.RT. and the Corporate Office of Diversity. Key areas of successful results:

Led the identification and staffing of exemplary personnel for membership onto the Global Human Resources Transformation Team centering on the mix of necessary skills and experiences

Developed the World Headquarters Human Resources Implementation Team in preparation for the deployment of G.H.R.T. in early 2009. Identified teams and members for all critical areas and met all critical timeline

Prepared the Retention Strategy Workbook for all key business critical roles that would be eliminated following the early 2009 launch of the project. The program was very well received by those recipients identified resulting in zero turnover of key personnel

Prepared the design and structure of the newly identified Human Resources Operations Group. Assessed against needed positions and subsequent skill sets, prepared position descriptions to include key critical competencies, leveling of the positions, market data and the subsequent posting of the roles to be filled

Planned an outplacement strategy for those affected employees impacted by the G.H.R.T. downsizing. Evaluated and selected a global supplier who can provide a common set of outplacement services and resources to all affected employees

Timothy J. Raher

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Noramco, Inc. (Johnson & Johnson Company,) Athens, Georgia

Vice President, Human Resources 2002 - 2006

Reported to the President of Noramco, Inc. and was responsible for leading and directing the human resource function for a 350-employee organization at its Athens, Georgia and Wilmington, Delaware facilities. This position also provided Human Resources support to an affiliate chemical operation in Westbury, Tasmania. The primary focus was the assessment of organizational capabilities and the engagement in organizational change and leadership thus enabling Noramco, Inc. to achieve the delivery of alkaloids and intermediate pharmaceutical ingredients to several worldwide Johnson & Johnson affiliate businesses and trade customers. Key areas of successful results:

Conducted the annual resource planning assessment to identify critical resource needed to achieve our business plan; managed the headcount to within the same budgeted levels for a 2-year period

Promoted the importing and exporting of top talent between Noramco, Inc. and other Johnson & Johnson Operation Companies (17 exports; 14 imports)

Mandated the introduction of several Johnson & Johnson Systems to Noramco, Inc: Talent Navigator, Compensation Navigator, Strategic Talent Acquisition Request System (S.T.A.R.’s) in alignment with all other Johnson & Johnson Affiliates

Coordinated the restructuring of the Noramco, Inc. organization in alignment with the Allied Business Units resulting in moving critical talent under the respected business function.

Johnson & Johnson (World Headquarters,) New Brunswick, New Jersey

Director, Human Resources 2000 - 2002

Reported to the Corporate Vice President of Human Resources. Responsible for leading and directing all Human Resource activities for the following corporate organizations: Corporate Law Department, Corporate Government Affairs, Worldwide Engineering, Corporate Real Estate, Corporate Office of Science and Technology as well as an office supporting Central and South America. Key areas of successful results:

Implemented the worldwide rollout of the Quality Leadership Development Program focusing on the areas of career planning, recruiting, succession planning/talent review and training and development for all up and coming Quality Professionals

Led the first Green Belt Human Resources team aimed at systematizing and documenting all corporate hires, transfers and promotions resulting in the reduction of overall hiring cycle time by approximately three weeks

Identified and developed a set of casual metrics and measures for the Corporate Human Resources Department

Timothy J. Raher

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Johnson & Johnson Medical (A Division of Ethicon, Inc., Johnson & Johnson Company) Arlington, Texas

Sr. Director, Human Resources 2000 - 2000

Reported to the General Manager with responsibility for leading and directing the Company Human Resources function at its headquarters in Arlington, Texas and unionized plant manufacturing locations in Sherman, Texas; Jacksonville, Texas; El Paso, Texas; and in Juarez, Mexico. Additionally responsible for the management of eight direct and ten indirect reports. Key areas of successful results:

Developed a new management structure under a Lean Manufacturing Process

Selected and placed 54 individuals into key functional roles and positions

Assembled a new Management Board of highly effective and well-regarded business professionals

Developed and implemented a new company-wide compensation system to complement the Lean Manufacturing concept

Johnson & Johnson Medical (Division of Ethicon, Inc., Johnson & Johnson Company) Sherman, Texas

Site Director, Human Resources 1998 - 2000

Reporting to the Director of Operations. Responsible for leading and directing the site’s Human Resources function in a 700 employee unionized manufacturing plant. Responsible for the management of three direct and six indirect reports. Successfully developed and implemented a cost neutral variable pay plan for all bargaining unit employees. Key areas of successful results:

Revamped a joint labor-management team approach handling site labor issues

Identified and documented all key Human Resource processes

Implemented a comprehensive Performance Management System for all salaried employees

Launched the “Common Ground” employee alternative dispute resolution program

Enhanced the company’s organizational performance through strategic recruitment and other Human Resource initiatives

Johnson & Johnson (World Headquarters,) New Brunswick, New Jersey

Consulting Director, Learning Services 1994 - 1998

Selected to this newly created business service designed to provide performance solutions to business problems through appropriate assessment, diagnosis, implementation and measurement. These consulting solutions were made available to all Johnson & Johnson Operating Companies. Key areas of successful results:

Organizational assessment and diagnosis

Team development skill building

Team building interventions

Leadership development

Strategic planning

Large scale change management

Timothy J. Raher

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Personal Products Company (Johnson & Johnson Company,) Wilmington, Illinois 1981 - 1994

Held various Human Resources and Operations positions with increasing responsibility in a 600 employee unionized manufacturing plant.

Training and Development Manager (1991 - 1994)

Business Unit Manager (1988 - 1991)

Manager, Plant Safety and Health (1987 - 1988)

Senior Human Resource Administrator (1985 - 1987)

Inventory Management Systems Supervisor (1985 - 1985)

Manufacturing/Materials Management Supervisor (1981 - 1985)

Education

Masters of Arts in Organizational Management, Dallas Baptist University, Dallas, Texas, Conflict Resolution Specialization

Masters in Business Administration, Lewis University, Romeoville, Illinois, Graduate School of Business, Human Resource Management Specialization

Bachelor of Arts in Marketing, Lewis University, Romeoville, Illinois, College of Business

Certifications

Graduate Certificate in Strategic Human Resource Management, Stanford University (2005)

Graduate Certificate in Dispute Resolution, Southern Methodist University Mediator - Texas Civil Practice and Remedies Code (2002)

Six-Sigma Green Belt Certified (2001)

Timothy J. Raher

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Addendum (Strategic Human Resources -- An Integrated Process)

In my roles as either a HR Director or a Vice President, I have stressed the importance of the integration of the key Human Resources business processes. I have worked with the various organizations to understand the origination of where strong Human Resource processes begin and the importance of their linkage to develop and sustain a strong human capital platform. The following are those key-critical elements that I emphasized as part of the overall integrated process:

Workforce Capability Planning:

oIdentification of new skills and competencies

oCreated a competency model incorporating interpersonal skills, business acumen and technical/ functional skills

oAccountable for organizational headcount management (actual vs. budget;) forecast for future organizational resources

oAssess both internal and external workforce trends to shape the right people strategies

oMade this topic a standard Board Meeting agenda topic

Talent Acquisition:

oUtilized position competencies as part of the recruiting process

oMeasured the cycle time to fill open positions

oUtilized a multi-function interviewing process

oMeasured the performance and potential ratings of all external hires

Performance Management:

oRequired all professionals to have written goals and objectives; one objective had to be focused on an individual’s development

oCreated a performance calibration process to ensure appropriate leveling of talent

oEncourage employees to conduct a self-assessment on their performance

oRequired a mid-year review (dialogue; no rating) and an annual written performance appraisal; focus was on “no-surprises”

oMediated discrepancies between boss and subordinate in performance assessments

Succession Planning:

oFacilitated numerous sessions focusing on:

A recap of the previous periods succession planning actions

Highlights of new business strategies and the human implications

Workforce review

Incorporated a diversity review

Talent Review

Talent pipeline risk assessment

Specific talent identification and development

Scenario planning

Planned Actions for the forthcoming period

Talent Review Profiles

Reward and Retention:

oManaged the special recognition program (budget, utilization, guidelines, achievement)

oRequired/conducted exit interviews for all departing employees; evaluated for trends and or issues

Leadership Development:

oLeaders needed to develop at least one successor

oAct as a change agent for the organization; emphasis on the employee experience

oEncouraged overall responsibility and accountability

oEmphasized the difference between leadership and management

Culture and Engagement:

oCoordinated various CREDO/CultureIQ (employee engagement surveys)

oMeasured and communicated the results; variations from previous surveys

oCoordinated the action teams formed to drive organizational improvement

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