MARK C. BANKS

www.linkedin.com/in/MarkcBanks

Suwanee, Georgia 30024 M: 404-***-**** adbqf7@r.postjobfree.com

SENIOR HUMAN RESOURCES EXECUTIVE

Proven record of significant achievements in HR profit center leadership within the healthcare, manufacturing, and retail industries. Specific P&L experience and expertise in strategic planning, domestic and international operations, acquisitions/mergers/divestments, change management, executive and managerial staffing, executive compensation, organizational development, executive coaching, talent management, and new business planning. Partnered, coached, counseled and collaborated with 5 CEOs within 3 different companies with a strategic emphasis on growth and high performance of resources and talent.

Strategy: Developed and directed effective business platforms and strategies for 3 companies while producing clear goals, objectives, and roadmaps for leaders and employees that ultimately led to double digit percentage growth in revenue and headcount.

Global Leadership: Built and led new Human Resources functions in 2 companies that previously had none. Developed strong leadership teams and hired new executive leaders that drove high level performance. Served as Sales leader, resulting in 3% sales growth; Operations Leader, improving efficiency by closing facilities; and head of Customer Service, changing the hiring model and improving abandonment rate by 10%.

Human Capital Management: Implemented global human resources processes and systems in 2 organizations, building consistent operations, talent development, and talent reviews that led to a 10% reduction in administrative costs and a 20% reduction in turnover. Developed a process for building “high performing teams” and leaders that fueled a 50% growth in internal promotions to leadership roles. Developed a talent acquisition model that produced $2.2M in savings while reducing placement time by 33%. Received a Global Innovation Award for this accomplishment.

Change Leadership: Led cultural and corporate change management practices and processes within 2 organizations. Increased the employee population in a start up from 600 to 1000 employees within 3 years. Closed 50% of facilities in a second organization within 5 years to achieve streamlining efficiencies.

EXPERIENCE

LARSON-JUHL INC (A Berkshire Hathaway Company), Norcross, GA 2011 – November 2019

A $200M privately held global company with 1,500 employees specializing in manufacturing and distribution of fine frames and artwork with international operations in North America, Europe, and Asia.

Senior Vice-President – Global Human Resources and Customer Service

First executive hired from outside of the organization in over 20 years. Facilitated/led transitions for 3 new CEOs within a 7 year period. Reported to the Global CEO, managing a $2M P&L with oversight of 1,500 employees, including 5 direct reports. Responsible for human resources planning, organizational effectiveness and development, talent acquisition, performance management, retention, leadership development, employee communication, compensation benefits, training, employee relations, labor relations, human resources information systems for all operations.

●Established leadership development programs and process (succession planning), thereby reducing turnover by over 20% while building internal talent and reducing outside hiring by 50%.

●Developed revised performance management systems and processes that established incentives for key talent and performance driven rewards while ensuring consistency and compliance.

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LARSON-JUHL INC, Senior Vice-President – Global Human Resources and Customer Service (continued)

●Drove the introduction of a formal global change management process (Prosci Certified) with a 50% increase in adoption score.

●Created a new wage scale for both hourly and salaried employees to ensure the organization remained competitive within the talent market while retaining key employees.

●Revised and enacted new employee bonus and incentives plans tied to individual performance and company results rather than subjective criteria, including development of executive cash LTIP.

SHIONOGI PHARMA (formerly SCIELE PHARMA), Atlanta, GA 2006 – 2010

A $500M publicly traded company with operations in the U.S., Ireland, and Japan. The company was acquired by Shionogi Pharmaceuticals in November 2008.

Executive Vice President, Human Resources

Reported to the President/CEO, managing a $2M P&L with oversight of 1,500 employees, including 6 direct reports. Responsible for human resources planning, organizational effectiveness and development, talent acquisition, performance management, retention, leadership development, employee communication, compensation, benefits, training, employee relations, labor relations, human resources information systems for all U.S. and Ireland operations. Identified as potential successor to the head of global HR.

●Managed double digit revenue growth from 2006 – 2010 while reducing recruiting and operational costs by 20%.

●Sourced and hired over 80% of the executive team while serving as the strategic “go to” person, including internal coach for executives and other employees.

●Led the full due diligence and integration, and the negotiations for executive contracts during the acquisition of Sciele.

●Created a Japanese employee exchange program, which integrated 14 Japanese employees from the parent company within the U.S. organization to help build global talent.

●Implemented a Human Resources Information System (HRIS) that produced efficiencies which helped facilitate a 40% reduction in HR expenses, including a 20% reduction in HR headcount.

SOLVAY ADVANCED POLYMERS, Alpharetta, GA 2004 – 2006

(Parent company – Solvay Global, Brussels, Belgium)

A $500M European plastics company with 2,000 employees and operations in Asia, Europe, and the U.S.

Vice President – Human Resources / Communication

Reported to the Global CEO with oversight of 2,000 employees, including 4 direct reports. Led the global integration of Human Resources as a strategic and operational business partner throughout the organization. Regions included North America, Asia (Japan, Singapore, China, and India), and Europe.

●Implemented a company-wide reorganization from the CEO/President that led to a more streamlined, efficient business, including an expansion into China and India, resulting in over $1M in cost reductions.

●Developed a leadership development and succession planning process for Solvay AP, including development plans, timetables, and competencies, resulting in a 10% increase in internal promotions, thereby reducing outside talent acquisition costs.

●Led the divestiture of Atlanta parts business and directed due diligence and integration for 2 company acquisitions (India, Mississippi) to expand the business geographically with production savings in India and new products from Mississippi business.

●Directed labor negotiations with the United Steel Workers Union, resulting in a new 4 year contract.

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SOLVAY PHARMACEUTICALS, INC. Atlanta, GA 1999 – 2004

A privately held (U.S.) $1B European pharmaceutical company with 5,000 employees throughout the U.S.

Director, Human Resources

Reported to the EVP, HR, managing a $5M P&L. Directed a human resources business partnership with 15+ human resource professionals supporting the entire U.S. pharmaceutical business, including Sales Organization, R&D, Corporate Office, Manufacturing / Distribution, and Contract employees.

●Directed strategic reorganizations, including a reduction in force for R&D, Commercial Operations, corporate work force, and a subsidiary company integration, which maximized overall cost efficiencies, eliminated redundant resources, and facilitated successful change management for the remaining work force.

●Developed and directed a strategic alliance for recruiting and temporary staffing for the U.S. organization, which led to a 50% reduction in cost over the prior year budget.

●Initiated and directed an “employee branding” initiative, including a “targeted recruiting” program for “hard to find, hard to fill” R&D positions that increased awareness of the company profile for recruiting and reduced “time to fill” for R&D by one-third.

●Directed an HR reorganization, implementing “business partnerships” throughout the organization, which strengthened the credibility of the department and established it as a “strategic business group” for the internal customer base.

Early Career Experience:

WH SMITH TRAVEL RETAIL USA, Atlanta, GA

Director, Human Resources

MACY’S EAST, Atlanta, GA

Director, Human Resources / Selling Operations

EDUCATION

B.A., Political Science/International Affairs, University of Georgia, Athens, GA

AFFILIATIONS

Human Resources Leadership Foundation (HRLF)

Society for Human Resources Management (SHRM)

QUEST Leadership Program

CERTIFICATIONS

Senior Professional in Human Resources (SPHR)

Employment Law / Labor Relations / Performance Consulting

Total Quality Management Administration (TQM)

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