DEADRICK D. BAKER

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

San Clemente, CA 92673

(C) 949-***-**** acv8y5@r.postjobfree.com

EXPERIENCE

Health Essentials, Santa Ana, CA 10/2014 – 2/2016

Senior Vice President, Chief People Officer ($80 million Private Equity backed Corporation, 800 employees)

Responsible for helping to drive growth through clear linkage between the enterprise business strategy and effective human resources and people strategies, talent management and succession processes, as well as compensation and benefits, employee relations, leadership development and training. Also responsible for marketing/communications, information technology and facilities. Health Essentials is a healthcare services organization focused on end of life care in the Hospice and Medical Group space. Leads a team of 25; manages a budget of $6 million.

Facilitated assessment of current strategy with Executive Chairman, CEO, and senior leadership team. Established new vison, mission and 3-year strategy focused on maintaining consistent growth in our established business (Hospice) while incubating new products (Palliative and Dual eligible) in our start-up Medical Group.

Leading the organizational effectiveness, talent management and redesign/restructuring processes aimed at aligning our structure to our new strategy. These programs have included leading projects to improve performance in many areas of the business, as well as focusing on ensuring we have the right talent execute. This process has also led to the transitioning the company’s CEO, COO, CFO and other senior leaders who were not aligned with delivering on the new strategy.

Led the restructure information technology department for the company to best support the unique needs of the Hospice and Medical Group divisions.

Established a 3-year Human Capital (People) strategy aligned to the corporate strategy focused on the talent management, organizational effectiveness, total rewards, and cultural development needs of the organization.

o Initiated employee engagement survey process to assess engagement and cultural strengths and opportunities. Currently the executive sponsor for our Employee Engagement Committee which is focused on action planning process to address concerns raised in our survey.

oImplemented competency-based leadership and cultural development program that has established leadership and core values to anchor our culture and to better define the traits that we want in all leaders. Built a new performance appraisal process that includes measurement of the values.

oEstablished compensation philosophy for the company and built a new salary structure. Built a new annual incentive bonus plan for all employees.

Baker Strategic Consulting, 2/2013 – 10/2014

Principal

Baker Strategic Consulting is a business and human resources consulting practice focused on driving for superior business results through the alignment of business strategy, organizational effectiveness, and talent management. Engagements to date include:

•Executive Coaching - Provide behavioral and competency-based executive coaching with 4 Fortune 500 organizations. This practice includes written and oral assessments, implementation of a targeted development plan, and bimonthly coaching sessions to help the individual coached achieve the desired results.

•Organizational Design/Effectiveness - Worked with mid to large sized organization’s (Edwards Life Sciences, Sempra Energy, Coviden, Antelope Valley Regional Hospital, etc.) leadership teams to establish vision, mission and strategy; also worked closely with their HR organizations to implement structural change and change management process,

Pacific Life Insurance, Newport Beach, CA 2009 – 2013

Vice President, Talent Acquisition and Development ($6 billion Corporation, 3000 globally based employees)

Responsible for the Human Resource Business Partner, Talent Acquisition, Learning and Development, Leadership and Executive Development, and Organizational Design/Effectiveness functions for Pacific Life. Pacific Life is a financial services corporation with products in the life insurance, annuities, mutual funds and other investment products. Lead a team of 20, and a budget of $4.2 million.

Developed/Implementing new multi-year human capital strategy for the corporation with focus on driving business results through talent management and organizational development. Strategy includes stronger HR/business alignment, development of talent to support our growth, and building/ aligning our leadership and cultural behaviors to best achieve our business objectives.

oLed restructure of the HR Service Delivery model from a Generalist to a Business Partner model to provide more strategic support to the business units. Leading HR Transformation project focused on better defining the workflow and processes within HR to more efficiently provide support to the business units.

oBuilt Organizational Effectiveness team, and upgraded talent on the Leadership development team to better focus on developing leaders, succession planning, and talent management across the company. Leading education for the team on building consulting skills (Flawless Consulting), Organizational Design/Development (Star Model), Change Management (Kotter and Bridges), and team effectiveness.

oLeading the build-out of Pacific Life’s Talent Management framework, to include retooling the talent acquisition process, high potential framework, and succession planning based on CEO’s new Vision and Mission which calls for general management skill sets in leaders instead of the technical leaders when currently have. This is a multi-year plan and change process.

oPrepare all documentation for enterprise-wide annual talent review with corporate and fund advisory boards. Lead/facilitate this process for the Pacific Life Fund Advisor (PLFA) board, and meeting participant with the Pacific Life corporate board.

oLeading work on the acquisition of a new ERP system, to include payroll, benefits, talent management, and workforce planning.

•Lead HR executive on two acquisitions, totaling $300M in capital spend. A Pension Advisory Group from JP MorganChase ($23B revenue, 23 employees) and a Retrocession business from Manulife ($50M revenue, 100 employees).

Fidelity Investments, Boston, MA 2008-2009

Senior Vice President, Human Resources, Human Resources Services (HRS) Division ($500 million business unit, 4000 globally based employees)

Responsible to the divisional President, and the Executive Vice President, Human Resources for a global full services HR Outsourcing division (Health & Welfare, Large and Small market payroll for US businesses, and Middle market payroll internationally, for Fidelity Investments. Manage a team of 60 with 6 VP level direct reports to include training and development, communications and workforce planning/site strategy, and a budget of 2.2 million.

•Worked closely with the HRS senior leadership team to develop a new business strategy focused on improving growth in our H&W, Small and Middle markets, while moving to a runoff strategy for our large market payroll business. Led organization redesign, based on our new strategy, which realigned our product lines into a P&L structure to best evaluate the performance of each business, and to potentially prepare each of the units to move to another division within Fidelity that more closely aligns with its product strategy.

•Worked closely with SVP, Benefits to develop and implement a benefits strategy for our Albuquerque, NM Greenfield site which focused on delivering market neutral health and welfare and retirement benefits while reducing overall benefits costs. Final product was a lower cost share point with employees (70/30 split instead of the traditional 80/20 split) and saved the organization 1.6 million dollars. This model is now used for all of Fidelity.

•Developed change management and union avoidance training programs for managers to provide them with the tools necessary to handle the changes that come with restructuring the organization and to educate, inform and provide the tools to protect against potential unionization with the possible passing of the Employee Free Choice Act bill.

•Led the disbanding of the division for Human Resources. Ensured placement of over 3500 employees into other Fidelity Divisions.

MassMutual Financial Group, Springfield, MA 2006 – 2008

Vice President, Human Resources, Life Insurance Group ($8.8 billion business unit, 9000 US based employees)

Responsible to SVP, Corporate HR, and the President & CEO, MassMutual U.S. Insurance Group (USIG, 3000 employees, 4700 agents), a full services insurance division (Life, Annuity, Income Management, Executive Benefits, Structured Settlements, LTC, Broker-Dealer and Disability Income). Also responsible to MassMutual’s CIO for Information Systems group (1300 employees). Additional responsibilities as the head of HR compliance, HR policy, and Employee Relations, for the MassMutual Financial Group. Manage a team of 17 with 5 VP level direct reports and a budget of $3,200,000.

•Worked closely with the USIG senior leadership team, in conjunction with McKinsey consultants, to develop a new growth strategy for our group that focuses on growing our life insurance business, growing our Career Agency System (distribution), and enhancing our marketing and product capabilities to provide growth opportunities for the business over a 5-year period.

oLed organization redesign, based on our new strategy, which realigned our business from a holding company model with 9 separate businesses, to a functional operations model that pulled all like functions from each business together to gain maximum efficiencies and to better focus on our strategic initiatives.

•Implemented talent optimization focused on assessment and development of our top leaders. Initially assessed our top 50 leaders, as part of placement of leaders into our new organizational structure. Established criteria to identify high potential leaders utilizing a 9-block approach, and also developed a succession planning model to ensure that we were developing our future leaders. Initial executive assessments highlighted a need to hire a new CFO, CMO, and COO for the USIG

•Led restructuring of the human resources function to a more customer focused model, which aligned HR resources to business needs, re-established process and workflows, established a new business consulting model, and established required competencies and skill sets necessary for all HR roles. Established employee relations function to ensure that all employees were provided with an opportunity to bring manger and HR related issues to our attention without fear of retribution through the development of an Alternative Dispute Resolution process.

CIGNA Health Care (CHC) Division, Bloomfield, CT 2002 – 2006

Vice President, Human Resources, Field Service Operations (2/05- 1/2006)

Human Resources Officer, CIGNA Pharmacy Management (6/04 – 2/05)

Assistant Vice President, Human Resources, CHC Medical Management and Strategy (12/02 – 6/04)

Assistant Vice President, Human Resources, CHC Finance and Underwriting (4/02 – 12/02)

AOL/ Time Warner Book Group, Boston, MA 2000 - 2002

Executive Director, Human Resources

Pfizer Pharmaceuticals, New York, NY 1998 - 2000

Senior Employee Resources Supervisor, Brooklyn, NY (1999 - 2000)

Employee Resources Supervisor, Groton, CT (1998 - 1999)

Motorola, Inc., Chicago, IL 1997 - 1998

Staffing Manager/Professional Recruiter, Libertyville, IL (11/97 - 6/98)

Human Resources Manager, Workforce Diversity and Parity, Boynton Beach, FL (6/97 - 11/97)

United States Marine Corps

Captain 1988 - 1997

Various Leadership roles managing from 35 to 250 Marines. Responsibilities included Leadership Development, Instruction, Training, Personnel Evaluations, and Career Assignments.

•Awarded Navy and Marine Corps Commendation Medal for Superior Performance of duties in Leadership, Initiative, Motivation, and Dedication in the training of Junior Military Officers while serving at the Basic School.

•Awarded Navy and Marine Corps Achievement Medal for performance of duties and Leadership in a hostile environment in Somalia. Successfully lead combat convoys in Operation Restore Hope, Somalia.

EDUCATION

BS Mathematics, Excelsior College, Albany, NY

PROFESSIONAL EDUCATION/CERTIFICATIONS

Certified Executive Compensation plans, World at Work

Healthcare Benefits Design, International Foundation (IFEBP)

Talent Management and Succession Planning, Jim Shanley & Assoc.

Principles of Organizational Design, Downey Kates & Assoc.

Executive Talent Assessments, John Beeson and Assoc.

Six Sigma Green Belt, CIGNA HealthCare

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