Executive Social Media

Warren Davis

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

P.O. Box **** Cell 914-***-****

Olivebridge, New York 12461 ********@***.***

EXECUTIVE PROFILE

Human Resources Executive § Talent Acquisition §

Transitioning Environments § High-Growth Organizations Cultural Change § HR Metrics § International HR

AREAS OF

EXPERTISE

Performance Management: Designed and installed Performance Management Processes, focusing on alignment and development. Coached Executives and Managers. Talent Acquisition: Successfully recruited positions from entry level to $400K per year. Deployed sourcing processes that improved the time to hire and reduced the cost per hire. Acquisition Integration: Experience with companies from $10 million to $100 million in sales that were being integrated into a larger organization. An understanding and appreciation of the balance between the new requirements and the energy and creativity of the acquired company. HR Metrics: Constructed a dashboard aligning HR Metrics with the strategic objectives of the company. Have made presentations on HR Metrics at the 5 O’Clock Club/AMA Panel Discussion, SHRM, and the HR Directors Forum.

Executive Compensation: Presented at the Board level. Member of the Compensation Committee for a NASDAQ company. Developed and deployed Executive Incentive Plans. EDUCATION

MBA, Economics, New York University, New York, New York BA, History, University of Notre Dame, Notre Dame, Indiana CERTIFICATIONS

Myers Briggs from the Otto Kroeger Associates. 2006 Caliper 2016

PROFESSIONAL TRAINING

Stanford University - Human Resources for Strategic Advantage 2009 Yale University – The Psychology of Well Being 2020 DiSC Seminars: Legal Issues for HR; Generations in the Workplace; ACA Quantitative Analysis for Compensation; Presentation Skills (AMA); How Social Media Affects HR

PROFESSIONAL EXPERIENCE

WTI, Inc April 2019 to April 2020

Jefferson, Georgia

Vice President, HUMAN RESOURCES (Consulting)

WTI is a clean label, food ingredients company. I reported to the President and the owner. Reduced turnover (by 50%) and improved time to hire, in a highly competitive talent market. (<2.8% unemployment). Improved the compensation structure to reward skills while remaining competitive and flexible. Warren Davis

JMA Wireless February 2014 to April 2019

Liverpool, New York

Vice President, HUMAN RESOURCES

Responsible for Global Human Resources, reporting to the CEO and owner. JMA Wireless is a leading designer and manufacturer of components and systems for the telecommunications industry. Had grown from 500 employees worldwide (when I joined JMA) to 950. In 2016, my department sourced, hired and on boarded 74 managers, engineers, technicians and professionals. We also ramped production from 191 to 297 people. Established an in house recruiting department that reduced dependence on outside recruiters and resulted in $700,000 in savings

While the primary focus has been talent acquisition, we had improved the benefits plans without increasing the costs to the company (reducing costs in 2019 by $450,000); introduced an exempt review system that focused on development and introduced training and development programs for newly promoted Supervisors and Managers. Wolf-tec May 2011 – February 2014

Kingston, New York

DIRECTOR, HUMAN RESOURCES

Responsible for Human Resources, reporting to the CEO and owner Leading manufacturer of food processing equipment. Consulting at Mont D’Or August 2010 – May 2011

Brooklyn, New York

Web based luxury timepiece, clock and jewelry business with 240+ employees in Brooklyn New York and East Providence, Rhode Island.

Consulting Projects: Recruiting and Selection of HR Manager; Acquisition Integration Project; Compensation Plan Development and Coaching of Senior Managers.

PPC March 2007 – January 2010

East Syracuse, New York

VICE PRESIDENT, HUMAN RESOURCES

Responsible for Human Resources, reporting to the President and majority owner Privately owned, Telecommunications Company. Sales over $200M. 1,100 employees in 4 locations. Headquartered in New York State, with operations in Denmark, China and St. Kitts. Challenge: Improve talent acquisition and align and develop the Human Resources department. Responsible for coaching senior managers and developing the next level of management in this rapidly growing organization. Solutions, Development & Human Resources Initiatives

• Developed and implemented a comprehensive, developmental performance management program

• Reduced cost per hire from $7k to $3.3K

• Improved the Quality of Hire Index from 58% to 80%

• Reduced Syracuse factory turnover from 51.6% to 11.7%

• Successfully managed the leadership transition at our Denmark operation The Third Equation November 2005 – March 2007

Olivebridge, New York

PARTNER

HR Consulting company specializing in organizational transitions. Sample projects for clients: Warren Davis

• Developed and implemented a Performance Appraisal Process for a privately owned company about to be acquired. Trained Management to deliver the reviews.

• Recruited for a Hong Kong company, establishing a presence in the United States accessories markets. This included the placement of an Operations VP, a Staff Accountant and a Marketing Director.

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Advance Group Inc. (aka Geneva Watch Group) April 2002 - November 2005 Long Island City, New York

SENIOR VICE PRESIDENT, HUMAN RESOURCES

Responsible for Human Resources, reporting to the President and CEO. Part of a Private Equity Portfolio, Geneva Watch consisted of three wholesale accessories companies acquired over two years to be a dominant force in their market. $350 million in sales at its peak, with an EBITDA of $49 million. 2,100 employees worldwide, 450 in 5 locations in the United States, 150 in Hong Kong and a factory in China. Challenge: Develop one culture, staff an HR Department, improve talent acquisition and reduce benefits and administrative costs.

Solutions, Development & Human Resources Initiatives

• Staffed the HR Department.

• Deployed an Executive Incentive Plan.

• Designed and deployed a Career Development Performance Appraisal System.

• Established a recruiting process that reduced time to hire by 10.5 days and saved over $180,000.

• Reduced Benefits and Administrative costs by $200,000.

• Managed the construction of office space in the headquarters location. Delivered on time and under budget, by

$300,000.

Independent/Consulting Projects August 2000 - April 2002 Projects included the restructure of a German subsidiary; implementation of a Performance Management/Incentive System; and Employee Climate Surveys. This project was with Fisher Scientific Europe, and I reported to the President, Fisher Europe.

Managed the HR segment of a “due diligence” for the divestiture of a division of LeCroy. LeCroy Corporation

Chestnut Ridge, New York July 1995 – June 2000

VICE PRESIDENT, HUMAN RESOURCES

LeCroy (NASDAQ: LCRY) is a $120 million to $160 Million T&M Instrumentation Company, which designs, develops and manufactures Digital Oscilloscopes. Headquarters are in Chestnut Ridge, New York with sales organizations in Switzerland, Germany, the UK, France, Hong Kong and Japan. The company was privately held for 30 years and made its Initial Public Offering in October 1995.

Challenge: With the Executive Team and the CEO, develop a culture to transition from a privately owned company to a NASDAQ, high growth, technology company.

Solutions, Development & Human Resources Initiatives

• Rebuilt the Human Resources Department, and improved the key metrics of the Human Resources function.

• Developed, staffed and initiated the Rapid Deployment Recruiting Program which, through the use of Web recruiting sources, provided 3 interviews within 12 calendar days for any clearly defined position.

• Developed a Leadership Institute which provided a comprehensive Management Training Program for Managers and Supervisors. This program was specifically designed for a management team in an entrepreneurial culture.

• Transitioned to a new 401 (k) within 60 days. The new 401 (k) was cited in the employee survey as one of the significant improvements in the company overall.

• Recruited two, key senior executives from Hewlett Packard’s Test and Measurement Division.

• Recruited a key technical person from our primary competitor, and successfully managed the lawsuit that followed.

Warren Davis

• Reduced the cost of Health and Welfare benefits ($113,000) while improving the package and responding to specific issues highlighted in the employee survey.

• Introduced a Human Resources intranet site that was internally designed, developed and maintained.

• Responsible for the sale of the LeCroy factory in Geneva Switzerland which was accomplished within an aggressive time table and, as a result, released a $1,600,000 restructuring reserve at the end of the fiscal year.

EG&G, Inc (now Perkin-Elmer) June, 1980 - July, 1995 Director, Human Resources, Instruments Group (1987 to 1995) Wellesley, Massachusetts and Munich, Germany

This was a subsidiary of EG&G, which grew from $100 million to $260 million during these 8 years. We did this through acquisition and internal product development. The Group consisted of 10 profit centers located in the United States, the United Kingdom, Germany and Finland. Originally headquartered in Wellesley, Massachusetts, the Group Headquarters moved to Munich, Germany. (I spent 3 years as an expatriate in Germany). The group designed, developed and manufactured scientific, medical and industrial instrumentation, including radiation detection equipment, optical multi channel analyzers, magnetometers, Fiber Optic Test equipment, gamma counters, diagnostic instrumentation, densitometers, flow meters, and airport security instruments. By 1993, there were 1,700 employees worldwide. I was head of Human Resources for the group, reporting to an EG&G Vice President and Group Executive.

• Responsible for the HR segment for the due diligence of an acquisition in Finland. ($80 million in revenue).

• Developed and delivered a Performance Management Program for the US affiliate of the newly acquired company.

• Responsible for the restructure of Human Resources throughout the Group, resulting in a cost reduction of

$250,000.

• Responsible for the Human Resources segment for the consolidation of manufacturing operations at two operations ($70 million in shipments combined). We completed this transition in one year, and we achieved all of our shipment goals during that period.

Director, Human Resources - Components Group (1984 to 1987) This was the electronic components group at EG&G, with annual sales of $150 million. The group consisted of 5 business units located throughout the United States. These businesses designed and manufactured products such as Heat Syncs, Stepper Motors, Power Conversion Equipment, Fans and Cooling Components for the electronics industry. I reported to an EG&G Vice President and Group Executive.

• Built a Human Resources Department at the largest profit center.

• Member of an Executive Team that sold a $50 million division, while at the same time consolidating and moving manufacturing from New York and South Carolina to Mexico.

• In conjunction with a local college, developed and deployed an Electronics Training Program for a division going through the transition from electro mechanical to electronics.

• Responsible for a recruiting program that hired 60 people into a range of manufacturing positions to meet an unanticipated increase in bookings.

• Developed and delivered a technical training program for a newly acquired company. Improved the quality metrics (15% reject rate reduced to 2%, within two weeks) Previous EG&G experience:

Manager, Human Resources for EG&G Rotron (1982 - 1984) Manager, Recruiting and Management Development, EG&G Rotron (1980 – 1982) ADDITIONAL EMPLOYMENT

Macy’s and KLM Airlines

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