LLP, Philadelphia, Pennsylvania
. Consulted to startup cancer research institute in Phoenix, Arizona. Acting as interim Director, Human
Resources, developed and implemented all essential HR policies and procedures: staffing,
compensation, benefits, compliance, and relocation. Managed employment of first executive group.
Following initial engagement continued consulting to permanent Director, Human Resources on all HR
. Completed HR processing and control auditing project in construction industry.
BRACCO DIAGNOSTICS INC., Princeton, New Jersey
Senior Director, Human Resources
First HR department head, reporting to President, for $ million, employee North American
subsidiary of Italian pharmaceutical company. With no corporate input, established effective department
providing full range of human resources services to three separate Bracco companies; resulted in high
customer approval scores. Directed staff of five exempt employees and three nonexempt employees.
Increased company productivity by reducing employee turnover to % . points below thencurrent
industry norm and . points below month period ending April .
. Served on Executive Committee, establishing strategy, setting company performance objectives and
raising company culture issues affecting outcomes. Linked strategy to appropriate HR programs:
staffing, performance management, rewards, and development. Consulted to all executives on talent
management, succession planning, organization design, and change management and to President on
Executive Committee dynamics. Created a culture of customer satisfaction and continuous
improvement within HR and throughout organization, leading to consistently high department
feedback and contributing to company’s early success.
. Established HR infrastructure for Bracco Canada, placing payroll and benefits programs and
developing companyspecific rewards, development, and staffing programs. Managed two involuntary
. Addressing employee feedback and turnover, instituted and delivered organization development
program for all supervisors, including Executive Committee, on coaching, conflict management,
listening skills, and gaining commitment, resulting in high employee satisfaction scores and
contributing to improved undesirable turnover rate.
. Targeting failure to meet clinical research timelines, designed and conducted OD intervention using
oneonone interviews with all individual contributors. Evaluated operations against company values.
Results included eight improvements in communication, controls, and operations leading to %
. Developed and implemented performance management processes and employee relations programs
within two years and within budget. Implemented computerassisted performance appraisal program
centered on company’s values.