Talent Management & OD Leader, Strategic HR Partner
Resume:
ROSS TUTTLE
LIVINGSTON, TX **399-1017
************@*****.***
Dear Colleagues:
As a executive servant leader in Operations Management, HR, and Logistics/Supply Chain, my contributions have enabled my employers and their clients to become leaner and more efficient while dramatically enhancing the capabilities and performance of their workforces. I am known for attracting, training, developing, mentoring and retaining the best-of-the-best for nearly every function at every level.
My skills run the gamut from global human capital management and organizational development to Lean Six Sigma and Agile. I have consistently deployed these skills to unleash the untapped potential of diverse workforces. Here are just a few examples of my business acumen as well as the breadth of my strategic and tactical HR accomplishments:
1. Leveraged Lean Six Sigma to drive millions in savings. The EPA needed to cut HR expenditures while improving effectiveness. Led a comprehensive organizational analysis and process improvement initiative, implementing advanced Six Sigma practices nationwide. Streamlined training/staff development programs; eliminated redundancies; slashed cost overruns. Wrung out $8M in annual savings while improving a broad range of human capital KPIs, including knowledge, productivity, effectiveness, efficiency, satisfaction and retention. 2. Designed and built high-performance executive leadership programs. Corporate clients in a wide range of industries sought Belden’s help in cultivating their senior management teams. Modeling the Best Practices of Fortune 100 giants, created customized leadership development programs comprising specialized training, performance tracking, coaching and mentoring, as well talent identification tools. “Graduated” dozens of leaders from the program, supplying a growing pool of homegrown talent for a leading national grocery/retail chain, a global heavy construction materials maker, large energy utility and other major industrial clients. 3. Groomed next gen leaders, fueling 2x growth. Growth at Belden faced a steep hurdle with a dearth of mid to senior level leadership talent. Built an in-house talent management program, focusing on identifying and cultivating high-potential staff. Coupled executive, management and leadership training with aggressive hands-on coaching and mentoring. Nurtured a homegrown pool, guiding 15 candidates through a series of rising promotions and increased responsibility. Positioned Belden to increase capabilities and capacity on the way to growing from $42M in revenue to $97.5M.
4. Created a Quick Strike recruiting paradigm for two heavy equipment manufacturers. Two key Belden clients were struggling to find sufficient pools of sophisticated managerial and technical talent to meet their evolving needs. Developed a novel fast-track recruiting model, drawing heavily on emerging social networking platforms to find and attract the best-of-the-best quickly and competitively. Recruited dozens of Lean Six Sigma and Master Black Belt-certified professionals while saving the clients an average of $355K annually versus the traditional headhunter and want ad-based hiring models. Took the process from planning to new hire onboarding in an unprecedented three-week span.
5. Accelerated talent acquisition for a global telecom equipment firm. A large global telecom equipment/systems maker needed to increase its talent pool. Developed a multimodal recruiting and screening model to attract top technical and managerial candidates. In the first three days after go-live, brought in 65 highly qualified applicants. Expedited the interviewing and screening process going from ad to hire in less than weeks.
6. Led an award-winning global HR improvement initiative. A major tactical aviation organization was looking to boost HR and employee performance. Led a six-month initiative to remake succession planning, leadership development, talent acquisition, and employee engagement. Developed a new delivery model focusing on strengthening every phase of HR from recruiting and onboarding to training, retention and career pathing. Upped retention 17%, reaching a 98% rate. Cut time-to-hire cycles 81% from 175 days to 37 days. The Navy adopted the new model across numerous other operating units. Earned senior leadership recognition for the program. Senior leaders that I have reported to have described me as a high-energy natural leader, inspiring motivator, astute judge of talent, persuasive communicator, and agile change agent. I have extensive labor relations experience in both union and non-union environments and have served as Chief Negotiator/1st Chair in union-management negotiations on more than 20 occasions. I also hold a Six Sigma Black Belt.
No matter what your goals are, my proven expertise in unleashing the potential of human capital can help you to meet and exceed them. If that sounds compelling, we should talk. You can reach me at 972-***-****. I look forward to speaking with you soon. Sincerely,
Ross Tuttle
ROSS TUTTLE
117 Rainbow Drive, #1719, Livingston, TX 77399-1017 972-***-**** ************@*****.*** CHIEF HR OFFICER – VICE PRESIDENT OF HUMAN RESOURCES Significant Areas of Expertise
Global Transformational Leadership / Agile / Mentoring / Coaching / Talent Management / Performance Improvement / Strategic Planning / Mergers and Acquisitions / Integrations and Consolidation / Leadership Development / Six Sigma Black Belt / Change Management / Turnarounds / Restructuring / Transformations
/ Succession Planning / Compliance / Labor and Employee Relations / Operations / Cost Reduction / Diversity and Inclusion / HRIS / Succession Planning / ProgramManagement As a senior HR, operations and general management executive, I have an outstanding record of accomplishment that includes award-winning results serving employers and clients in a wide range of industries. My contributions have allowed organizations to be more agile, productive and efficient while enabling their workforces to achieve their full potential. My efforts in human capital management have identified and cultivated high-potential internal talent and attracted the-best-of- the-best external talent.
I have been instrumental in leading programs on the national and regional level that improved human capital training and development, streamlined HR and administrative operations, increased efficiency, and enhanced capabilities, all while reducing costs and increasing organizational effectiveness. I have developed and directed talent management, training and development, recruiting, leadership, process improvement, and other programs that improved nearly every facet of workforce performance for clients of all sizes, including some of the largest industrial companies in the world. In addition to playing a key role in internal operations there, I have been instrumental in business development and engagement management while serving clients in manufacturing, heavy equipment, food, specialty materials, retail and telecommunications systems, among others. I held executive leadership assignments in global HR and supply chain management. I have led a wide variety of improvement programs, including initiatives that accelerated recruitment, expedited deployment of needed technical experts, and streamlined international supply chain replenishment. My expertise in change management includes major successes in turnaround, rightsizing, reorganization, and high growth environments. I am recognized for leading broad internal HR operations improvement initiatives that increased responsiveness, service levels, visibility and agility, as well as programs that measurably enhanced employee engagement, satisfaction and retention.
At your organization, I could make an immediate strong impact and lasting contributions by:
Aligning staffing with constantly evolving business demands
Establishing and sustaining effective Labor-Management Forums
Build and sustain positive relationships with Union leadership
Unlocking the untapped potential of human capital at all levels
Maximizing the capabilities & performance of diverse workforces
Building high performance employee professional development programs
Developing enterprise-wide organizational development strategies
Improving staff engagement, satisfaction, retention & advancement
Creating programs that develop and improve core competencies
Forging highly synergistic partnerships and win-win strategic alliances
Planning & directing execution of nimble change management roadmaps
Fostering innovation, continuous improvement & organizational excellence
Attracting superior multidisciplinary talent to help capture a competitive edge High-energy natural leader, mentor, coach, inspiring motivator, astute judge of talent, persuasive communicator and agile change agent. I earned a Bachelor of Science degree in Psychology & Sociology (with studies in Management & Finance) from the State University of New York, Albany. I hold a Six Sigma Black Belt from IASSC. Career History & Selected Highlights
Managing Partner, Epsilon Partners NA, September 2017 to present. Recruited to direct all day-to-day operations, build and lead HCM, strategic planning, organizational development, and performance improvement programs in consulting engagements for clients in manufacturing, retail, specialty materials, heavy equipment, telecom and high tech, among others. Serve in a key executive role in the areas of business development, sales, and engagement management. Create high-performance learning and leadership development. Manage budgets to $375M and full-time professional staff of 191 through 13 direct reports.Promoted from Principal Managing Consultant in August 2019.
Implemented new performance improvement and quality assurance initiatives to increase service reliability and increase customer satisfaction from 52% to 98%.
Built productive industry and cross-industry relationships to maximize revenue generation.
Increased customer satisfaction by improving follow-up and redundant processes and policies.
Grown business 50% over short tenure with new service lines, improved marketing, and lower costs.
Established employee operations guidelines to standardize procedures.
Captured over 60% market share with new leadership development and succession planning program developed quickly and quickly brought to market.
Created brand new revenue streams by expanding on accessories for main product lines.
Reduced costs 20% by consolidating locations and by creating and implementing several performance improvement programs.
United States Environmental Protection Agency (EPA), 2009-2017. Roles included: Senior Program Director, Region 6, 2014-2017. Reassigned in 2014 to turn around dysfunctional human capital program, including Agile, Lean and Six Sigma process improvements. Collaborate closely with senior regional leadership on regional strategic planning to improve workforce quality, productivity, effectiveness and satisfaction while driving down costs. Lead a team of 16 multidisciplinary professionals.
Engineered a seamless rightsizing, saving $14M annually. Assembled and led a cross-regional task force of senior managers; conducted a fast-tracked workforce analysis in half the normal time window required; and devised an early-out/buy-out program. Realigned staffing and programming, cutting waste and fat. Increased efficiency 48% while cutting headcount 5.9% (eliminating 44 FTEs) with no loss of productivity.
Led a comprehensive regional revitalization. Asked to step in, by national HQ, to lead a turnaround in EPA Region 6 HR Operations. Took on mentorship of the existing HR director. Revamped customer service, staff development, performance improvement, and multimedia programs. Spent significant personal capital to rebuild relationships among internal and external stakeholders across the five state region. Opened lines of communications, restored trust, and repaired strategic alliances. Improved a wide variety of key metrics; including performance improvement, accountability, succession planning, and customer satisfaction. Cut response times from weeks to 48 hours.
Regional Director of HR and Human Capital Officer, Region 5, 2009-2014. Recruited to advise senior regional management and lead implementation of the EPA’s Human Capital Strategic Plan. Led a multidisciplinary team of 30 professionals with a budget of $1.4M, directed new workforce development programs impacting 18,000 EPA staff globally.
Created a strategic and tactical game-changing human capital/training program for the EPA. The U.S. EPA wanted to implement a single, agency-wide, talent management system nationwide. Recruited to develop, implement, and lead the program. Conducted a pilot project, Conceived and led a cross regional team of 22 professionals to create and build a comprehensive Knowledge, Career, Success (KCS) system in Region 5 (Chicago). Conducted a 12 month pilot in Region 5, then proved the concept to senior, national EPA leadership and were authorized to implement the program for the agency (18,000 employees globally). Significantly improved workforce core competencies, capabilities, individual and organizational performance, and retention. Established a template for continuous future improvements across all ten EPA regions.
Secured the EPA’s first-ever HR ISO certification. EPA wanted to establish agency-wide Best Practices in HR. Tapped to lead an ISO certification initiative. Directed all phases from planning and documentation to application submission. Passed audits with flying colors. Obtained ISO9002 certification, the first in EPA’s history, in less than 12 months.
Leveraged Lean Six Sigma to drive millions in savings. The EPA needed cut HR expenditures while improving effectiveness. Led a process improvement initiative, implementing advanced Six Sigma practices nationwide. Streamlined training/staff development programs; eliminated redundancies; slashed cost overruns. Wrung out $8M in annual savings while improving a broad range of human capital KPIs, including knowledge, productivity, effectiveness, efficiency, satisfaction and retention. Chief Operating Officer, The R. Belden Group, LLC, 1999-2009. Recruited to direct all day-to-day operations and lead HR, strategic planning, organizational development and training consulting engagements for clients in manufacturing, retail, specialty materials, heavy equipment, telecom and high tech. Played a key role in business development, sales, and engagement management. Increased gross revenue 126% to $450M over my tenure as COO. Created and implemented high-performance training and development programs. Managed budgets to $77M and staff to 123. Promoted from Principal Managing Consultant in March 2005.
Built high-performance executive leadership programs. Corporate clients in a wide range of industries sought Belden’s help in cultivating their senior management teams. Modeling the Best Practices of Fortune 100 giants, created customized leadership development programs comprising specialized training, performance tracking, coaching and mentoring, as well talent identification tools. “Graduated” dozens of leaders from the program, supplying a growing pool of homegrown talent for a leading national grocery/retail chain, a global heavy construction materials maker, large energy utility and other major industrial clients.
Groomed next gen leaders, fueling 2x growth. Growth at Belden faced a steep hurdle with a dearth of mid to senior level leadership talent. Built an in-house talent management program, focusing on identifying and cultivating high-potential staff. Coupled executive, management and leadership training with aggressive hands-on coaching and mentoring. Nurtured a homegrown pool, guiding 15 candidates through a series of rising promotions and increased responsibility. Positioned Belden to increase capabilities and capacity on the way to growing from $42M in revenue to $97.5M.
Created a Quick Strike recruiting paradigm for two heavy equipment manufacturers. Two key Belden clients were struggling to find sufficient pools of sophisticated managerial and technical talent to meet their evolving needs. Developed a novel fast-track recruiting model, drawing heavily on emerging social networking platforms to find and attract the best-of-the-best quickly and competitively. Recruited dozens of Lean Six Sigma and Master Black Belt-certified professionals while saving the clients an average of $355K annually versus the traditional headhunter and want ad-based hiring models. Took the process from planning to new hire onboarding in an unprecedented three-week span.
Accelerated talent acquisition for a global telecom equipment firm. A large global telecom equipment/systems maker needed to increase its talent pool. Developed a multimode recruiting and screening model to attract top technical and managerial candidates. In the first three days after go-live, brought in 65 highly qualified applicants. Expedited the interviewing and screening process going from ad to hire in less than weeks.
Director of Global Administrative Operations, United States Navy, 1997-1999. Directed global administrative, HR, and logistics/supply support for a major tactical aviation organization of more than 5,000 employees in 13 locations in the United States and across the EMEA area of operations. Specific accomplishments include:
Fast tracked personnel & supply chain replenishment. One of the US Navy’s Nimitz-class nuclear aircraft carriers struggled to keep pace with manpower and supply demands in the face of an expanding global mission. Designed and implemented a program for managing and routing personnel and materials in Italy, Bahrain and the UAE. Accelerated deployment of fresh personnel 76%, increased overall manpower 66% from 3,000 to 5,000 staff and ensured just-in-time procurement and delivery of required supplies to support the vessel.
Led an award-winning global HR improvement initiative. One of the Navy’s Fleet Logistics Support Squadrons was looking to boost HR performance. Led a 30 member, geographically dispersed team on a six-month initiative to remake succession planning, leadership development, talent acquisition, and performance improvement. Developed a new delivery model focusing on strengthening every phase of HR from recruiting and onboarding to performance improvement, accountability by both leadership and employees, retention, and career pathing. Upped retention 17%, reaching a 98% rate. Cut time-to-hire cycles 81% from 175 days to 37 days. The Navy adopted the new model across numerous other operating units.
Other significant, relevant global assignments include Global Director of Human Resources and Global Director of Operations.
Education
Bachelor of Science degree in Psychology & Sociology (Minors in Management & Finance) from The University of the State of New York, Albany.
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