Senior Human Resources Professional

D. ROSS WACHOWSKI

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

Waterford, New York 12188

518-***-**** (Cell)

518-***-**** (Home)

**********@***.***

WORK EXPERIENCE:

HERO GROUP INCORPORATED – Albany New York 2007 to 2008

HERO is a 2 billion dollar family owned company headquartered in Switzerland. Their major products are baby food, jams, jellies, preserves, fruits and decorations. In the US, HERO has recently acquired Signature Brands, the US market leader in decorations with products such as Betty Crocker, Pumpkin Master, and Paas; and Beech-Nut which is the number 2 baby food manufacturer in the US. HERO’s strategy is to create a presence in the US through organic growth and additional acquisitions.

Director of Human Resources – The head of HR for North American operations. This is a 300 million dollar operation with 3 manufacturing locations, a National sales team, and a headquarters staff. Facilities are both union and union free operations and the position had 5 direct reports.

Accomplishments: Assisted in merging 2 companies by creating a human resources infrastructure that supports both organic growth, and growth through acquisition. Created the North American Headquarters in Albany, New York. Along with the CEO and CFO, staffed the entire HQ organization. Developed and staffed a Hero Business Entity in Canada. Merged the two companies by developing one common set of policies and procedures for North America. Developed one common wage and benefits design for North America. Developed a common performance appraisal and talent management process. Centralized all payroll processes. Redesigned the manufacturing organization for the flagship facility, and developed a transition plan that will support the decommissioning of the Canajoharie and Fort Plain Facilities, and the commissioning of a new 150 Million dollar state-of-the-art baby food manufacturing facility in Amsterdam, New York. Developed and implemented a Union/Management strategy based on a business partnership. Combined the sales groups from Signature Brands and Beech-Nut. Developed company-wide communication and employee recognition plans. Developed a Change Management Plan, and lead the change management process for our SAP transition.

PEPPERIDGE FARM (A Campbell’s Soup Company) – Norwalk Connecticut 2005 to 2007

Pepperidge Farm is part of the 8.7 billion dollar Campbell’s Soup Company that produces and sells cookies, crackers, bread and frozen foods. In terms of top and bottom line growth, Pepperidge Farm had been the most successful consumer foods company of its size or larger in the world. Pepperidge Farm’s strategy is to manage organic growth through the introduction of world class processes in Human Resources, Supply Chain/Logistics, commercialization, operations and organization redesign. The introduction of new human resources programs focuses on the recruitment, selection, training, development, succession planning of top talent, and compensation and benefits redesign.

Human Resources Director of Supply Chain Operations – The number 2 HR professional in the Pepperidge Farm organization responsible for 8 manufacturing operations, the supply chain organization and the engineering function. This includes a client base of over 3,300 union free employees and a total HR staff of over 40 professionals.

Accomplishments: Upgraded HR and manufacturing talent by identifying and defining key competencies and profiling all management positions; identifying skill gaps of every professional and initiating development plans to address gaps; developing talent maps and succession plans for all manager level employees; and exiting employees and upgrading talent where necessary. Acted as process leader for the rest of the HR group by driving implementation of all key projects and programs. Implemented a behavior based process for interviewing and selecting candidates based on key competencies. Developed a consistent process for interviewing, selecting, training and evaluating newly hired hourly employees. Implemented a certification process that places hourly talent in key positions based on skill and ability rather than seniority. Developed a road map and process for achieving world class hourly employee relations in this union free environment. Helped develop a Frontline Leadership Training program for all Campbell Soup Company supervisors. HR process leader for driving cost savings throughout the organization. Assisted in revising health benefits programs to promote wellness, healthcare consumerism and tight medical management. Assisted in developing an Employee Value Proposition which serves as a guiding principal to enhance employee engagement and new employee recruitment. Lead the Gallup Employee Engagement process for Pepperidge Farm. Also involved in integrating Lean Manufacturing principals into manufacturing.

CNH (Case New Holland) – Grand Island Nebraska 2000 to 2005

CNH’s Grand Island operation is 40 years old and now exclusively manufactures rotary combines. The operation consists of 3 facilities and 1 million square feet. It employed approximately 550 nonunion employees before its transition. The Grand Island Facility is ISO 9000 certified.

In November of 1999 New Holland and Case Corporation merged to form CNH. As part of this merger, a major manufacturing footprint was initiated. Part of this footprint involved converting the Grand Island operation into CNH’s Rotary Combine Center of Excellence. This meant moving the hay and forage operations out of Grand Island, completely relaying-out the facility, commissioning two other manufacturing locations in the Grand Island area and hiring over 450 new hourly employees and 60 salaried. This transformation made the Grand Island operation the largest rotary combine manufacturing site in the world and CNH’s flagship manufacturing operation.

Human Resources Manager – Department Head of the Human Resources function. Responsible for all generalist duties including workforce redesign, employee relations, AAP, recruiting, wage and benefits administration, organizational effectiveness and training.

Accomplishments: Assisted in integrating the Case and New Holland wage and benefit programs at Grand Island. Participated in merging all major HR policies and procedures. Prepared the workforce for the footprint transition which included:

 Decommissioned the hay and forage product lines, and moved them to Belleville, PA

 Decommissioned the machine shop and moved it to New Holland, PA

 Designed and staffed a new organization that supported the transition from hay and forage equipment to the launch of three new families of combines

 Changed the operation from its vertical design to a flat assembly operation

 Provided training expertise for the employees at Belleville

 Laid off the majority of the workforce during the plant relay-out for up to 9 months and temporarily reassigned other employees to Belgium, Brazil, New Holland, PA and Belleville, PA

 Reassigned and retrained all shop hourly employees

 Increased production volume from 2 to 18 combines per day.

Continual interface with platform team leaders located in Belgium, Italy and the United States. Managed the distinct differences in culture between former Case, New Holland and our international leadership. Recognized as developing the best Positive Employee Relations program in the company during Grand Island’s ER audits. Also recognized as company best practices are Grand Island’s Cell Teams, training and certification programs, employee participation programs, new employee hiring plan, new employee orientation program and new employee training program. Engaged key affected members of the workforce to develop a cost effective 24/7 work schedule for the Laser and Press Brake Cells. Assisted in developing and implementing a two-tier wage and benefits package. Assisted in revising and implementing a layoff supplement program. Worked with a team to revise a Gainshare Bonus program. Managed a staff of four.

DOAN College – Grand Island, NE 2004

Part Time Instructor - Taught a core graduate level class in regulatory compliance.

WORLD KITCHEN, INCORPORATED (formerly Corning) – Charleroi, PA 1997 to 2000

World Kitchen’s Charleroi Facility manufactures PYREX Glass. This 110-year-old facility sits on 23 acres and encompasses 25 buildings. The Charleroi Facility employed between 450 to 600, who are represented by the USWA, Local 53G. In April of 1998 Corning, Inc. sold World Kitchen to a division of KKR.

Human Resources Manager – Department Head of the human resources function. Responsible for all generalist duties including union relations, workforce redesign, AAP compliance, recruiting, safety/health and environmental, wage and benefits administration, training and development, workforce scheduling, employee incentives/recognition, ISO 9000, and employee communications.

Accomplishments: Assisted in integrating KKR’s compensation, benefits and HR systems into World Kitchen. Lead Auditor for the HR and Safety portions of the corporate High Performance Work Systems Audit Team. Assisted in launching a major 6-Sigma initiative. Major contributor in negotiating a 1-year CBA. Implemented a major layoff of 260 employees, and a subsequent workforce restructure in the 1st quarter of 1999. Negotiated work practice concessions, in return for facility capital investments. Implemented a major hiring initiative in the 4th quarter of 1999. Hiring process recognized as a company best practice at the HPWS Audit. Negotiated an agency workforce agreement with the Union Local. Implemented a 2nd major workforce restructure in the same year. Assisted in delivering the facility’s best-demonstrated safety performance. Automated ISO document control with “Quality Workbench” software. Managed numerous grievances, UFLP charges, EEOC and PHRC charges, unemployment compensation hearings, and one arbitration. Restructured the performance recognition system. Instrumental in negotiating a 2nd CBA in 2000. Managed a 2nd major hiring initiative immediately after negotiations. Designed a performance review program for all hourly Employees. Managed a staff of 7.

RJR NABISCO, INCORPORATED 1990 to 1997

1993 to 1997 Senior Safety Engineer – A headquarters position in Parsippany, New Jersey. Overall responsibility for providing technical support for the safety and health functions for 14 manufacturing locations, 10 distribution centers, and 120 sales and warehouse locations nationwide of the Nabisco Biscuit Company (NBC). Specifically responsible for writing and implementing formal safety policies and guidelines, auditing locations, investigating serious injuries, and negotiating OSHA settlements. Traveled to each location to assist as needed in providing safety expertise. Worked with all field personnel and safety professionals in recruiting and professional development. Reported to Executive Management on various safety and worker’s compensation related topics. Conducted due diligence on all safety aspects of new acquisitions.

Accomplishments: The Nabisco Biscuit Division realized significant safety improvements and worker’s compensation cost reductions for 4 consecutive years. Negotiated 12 OSHA settlements nationwide. Sat on the corporate ADA and FMLA steering committees. Assisted in rewriting Nabisco Biscuit Company’s Safety Manual. Assisted in rewriting NBC’s safety audit program. Assisted in hiring, training and developing all new safety professionals.

1990 to 1993 Assistant Human Resources Manager, Niagara Falls New York Facility

NBC’s Niagara Falls Facility was an 83-year-old facility that made Shredded Wheat and Triscuits. It employed between 200 and 350, who are represented by the BC&T, IAM, and F&O Unions. In 1988 RJR Nabisco was purchased by KKR. In 1992 NBC sold Shredded Wheat to Post, but retained the Niagara Falls Facility. As a result, a major facility restructure was implemented. The position was responsible for assisting the Personnel Manager with all generalist duties. This included labor relations, training and development, safety and health, AAP compliance, wage and benefits administration, annual performance reviews, and recruiting.

Accomplishments: Assisted in negotiating 3 CBA’s. Assisted in arbitration preparation. Successfully defended an UFLP charge. Worked as the interim Personnel Manager for 9 months until a successor was identified. During this 9 month period, acted as the HR lead person during the decommissioning of the Shredded Wheat product line, and the addition of a new Triscuit line. Managed all aspects associated with reducing a workforce by nearly 50%. This included successfully managing 26 grievances through the 5th step with no arbitrations. The facility realized record safety and workers compensation cost performance for the last 2 years of my tenure.

MAYER CHINA, Beaver Falls, Pennsylvania 1988 to 1990

Formerly a division of Syracuse China, this was a 110 year old facility that produced fine commercial china for upscale hotels and restaurants. The facility employed between 90 to 200, who were represented by the GMPPAW. In 1990 the division was sold to Pfaltzgraff, and the Beaver Falls Facility was closed.

Human Resources Manager – Human Resources staff of 1 responsible for all generalist duties. Specifically, labor relations, wage and benefits administration, safety and health, recruiting, staffing, development and training.

Accomplishments: Assisted in negotiating 1 CBA, and an agreement over the effects of a plant closing. Trained all supervisors in Zenger-Miller Frontline Leadership. Implemented a 50% workforce reduction. Replaced a negotiated piece-rate pay system with an incentive system based on IE standards. Redesigned the grievance procedure to accommodate any disputes arising out of the new incentive system. Managed a “department wild-cat work stoppage”. Implemented a plant closing.

EDUCATION:

MA Industrial and Labor Relations, Indiana University of Pennsylvania, August 1988 – 3.89 GPA

Oxford University, England, Summer 1987 – Comparative Studies in Labor Relations

BS Business Administration – Major in Human Resources Management,

Indiana University of Pennsylvania, May 1986. Minor and Concentration in Labor Economics

OTHER ACCOMPLISHMENTS:

Zenger Miller Frontline Leadership certified trainer 1989

certified in Project Management 1994

certification in Ergonomics-Harvard University 1994

Associate Safety Professional 1995

4M Certified in Industrial Engineering-MTM 1996

Six Sigma Green Belt certified 1998

certified DDI trainer 2006

Contributing author for a book on subjects that include “Redefining HR Creating and Adding Value in Today’s Company”, “Setting Successful Goals for the HR Team” and “Trends in Health Care Benefits” – Winter 2006.

OTHER ACTIVITIES:

Employers’ Health Care Board of Directors 2000-2005

Grand Island YMCA Board of Directors 2000-2005

Hall County Airport Air Service Taskforce 2003-2005

Grand Island Rotary Club 2000-2005

Doan College Advisory Board Member 2003-2005

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