M A R I A N N V A N B U R E N

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acydhf@r.postjobfree.com www.linkedin.com/in/mariannvanburen G L O B A L H U M A N R E S O U R C E S E X E C U T I V E Global HR Strategy Business Transformation Cultural Change Brand Identity Trusted HR Leader with 20 years executive partnership and proven ability in start-up, M&A and business integration, leading organizational transformation and change. Builder of global HR teams as revenue drivers and true business partners, improving profitability to achieve desired financial outcomes in technology, healthcare, digital media, private equity and financial services by aligning strategy, structure, people and process with organizational goals. Core competencies include: S U T H E R L A N D G L O B A L S E R V I C E S Virtual Office VP, Human Resources - Banking, Insurance, Mortgage and Government June 2016 – Present Reporting to the Chief People Officer of a Global BPO, currently serve as strategic HR leader responsible for Talent Strategy and oversight of HR Program and Service Delivery across four global businesses.

M G C O N S U L T I N G Redding, CT

Managing Director 2010 - 2016

As an experienced business executive and HR advisor, work with leadership teams to drive performance across operating companies, manage costs and implement best practices that generate new revenue, increase profitability and accelerate growth. Assignments have included work across multiple industry sectors for both privately held and publicly traded companies, in addition to non-profits. Select Consulting Assignments

CHRO, Encompass Digital Media, Stamford, CT 2014 –2015 A leading provider of customized solutions for the management and distribution of digital content, with 1200 employees on 4 continents, delivering 24/7/365 broadcast services. As first CHRO, post a 5-year period of growth by acquisition and change in private equity ownership, built and executed a human capital strategy as catalyst for cultural change, integration and growth. Drove the talent agenda that contributed to Encompass exceeding its fiscal year EBITDA targets.

• Re-structured HR function to leverage resources, improve business partnership, provide analytics used to align people decisions with financial goals and streamline processes for greater efficiency.

• Established, negotiated and consolidated global vendor agreements, decreasing HR budget spend by 30% on compensation planning, recruiting, talent management, benefits and payroll.

• Established employer of choice brand, lowering recruiting costs while improving candidate pipeline development, digital recruiting, talent mobility, employee retention and expanded benefits. VP, Human Resources, Sportech, Inc., New Haven, CT 2010 – 2011 A global market leader of technology solutions, equipment and data services to the gaming industry, with $13B in transactions, 850 worldwide union and non-union employees and 3 global data centers. Reporting to the President, developed HR strategy, talent agenda and infrastructure that integrated this newly acquired US business for rapid domestic and international growth under UK parent company.

• Built lean, cost effective HR function, aligning policies and programs to support three newly acquired businesses; improving HR service levels by more than 60% with fewer resources.

• Constructed performance management process to evaluate results against EBITDA and revenue, improving employee engagement, communication and delivery of business results.

• Built new union & non-union health and welfare benefits offerings, improving coverage, simplifying enrollment, strengthening employer value proposition and resulting in a 15% SG&A savings.

• Effectively on-boarded new leadership team to ensure strategic priority alignment across businesses.

Talent Management

Leadership Development

Succession Planning

Performance Management

Organization Design

Employee Engagement

Compensation Planning

Campus Recruiting

Benefits Design & Administration

Employee Communications

Engagement Surveys

Union Relations

Mariann Van Buren Page 2 of 2

M A N A G E M E N T P L A N N I N G, I N C . Princeton, NJ SVP, Human Resources 2007 – 2009

Privately held professional services firm providing Valuation,Transaction and Advisory Services. Reporting to the President and working closely with the Board of Directors, developed a strategic HR plan and built HR function to support the successful organic growth of this niche market firm by 25%.

• Designed and implemented compensation and title structure, realigned incentive compensation with business performance metrics and decreased benefits costs while expanding program offering.

• Built operational and talent management function, including policy development, HR compliance, professional recruitment, talent development and employee relations to retain top talent.

• Created college recruiting and on boarding program, developed key college relationships and established strong brand identity to support organic growth in highly competitive talent market. M E R R I L L L Y N C H I N V E S T M E N T M A N A G E R S Princeton, NJ Senior HR Director 2005 – 2007

Reporting to newly hired Americas COO, led HR programs that transformed this distribution organization for expansion and growth, re-establishing a pay-for-performance culture and re- positioning its brand in the market.

• Led recruiting, performance management and succession planning to reduce outsourcing costs, built organizational competencies and improved talent retention to successfully achieve profitability targets.

• Advised and counseled leadership team on full range of Talent Management initiatives, including incentive compensation, executive recruitment, talent development and employee relations.

• Led talent reviews, employment offers and reduction in force activities to complete acquisition. J A N U S C A P I TA L G R O U P Westport, CT

Head of Human Resources, Janus International 2002 – 2004 Reporting to the President/CEO of this offshore funds business with primary offices in Europe and Asia, designed, developed and implemented a Human Capital Strategy that successfully established an international brand for this domestic business of 350 employees, achieving its first year of profitability outside the US.

• Built Talent Management strategy that put right people in right seats to attain new revenue goals.

• Restructured sales compensation program to directly support profitability goals.

• Advised on organization re-structure and managed re-allocation of existing resources to close international headquarters in CT, while maintaining employee performance and morale. L E H M A N B R O T H E R S New York, NY

SVP, Human Resources and Technology 1991 – 2002

SVP, e-Commerce 1999 – 2002

Reporting to the Global Head of e-Commerce and with a staff of 8, undertook a business role to conceive and implement a strategic digital marketing and communications plan that improved organizational effectiveness and reduced expenses by delivering live and on-demand content to clients and employees worldwide.

Organization Development Business Partner 1996 – 1999 Reporting to the Global Head of Sales and Research, consulted with executive committee to re-define sales organization vision and strategy, improve Sales’ ability to gain new market share and achieve Top 3 industry rankings for 2500 employees globally, leading a strategic change management effort to transform sales force from individual contributors to highly effective cross selling sales teams. Employee Development Manager 1991 – 1995

Reporting to the Global Head of HR, created and managed budget and employee training plans that aligned HR development strategies with business objectives, improving overall organizational capability.

E D U C AT I O N

RUTGERS UNIVERSITY, New Brunswick, NJ

Bachelor of Science, Biology

UNIVERSITY OF PENNSYLVANIA, The Wharton School, Philadelphia, PA Aresty Institute of Executive Education, Finance & Accounting for the Non-Financial Manager

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