VP Operations Organizational Development in Detroit MI Resume Paul Landry
Content
PAUL C. LANDRY
248-219-7998 Rochester, MI 48309 [email protected] www.linkedin.com/in/paullandry1
OPERATIONS EXECUTIVE Change Management / Talent & Organizational Development
Resourceful professional with wealth of experience in driving organizational growth and profits through executivelevel operations leadership and vision, fostering continuous improvement and training solutions that optimize ROI. Possesses unique skill set required to translate boardroom strategies into cost saving and innovative operations initiatives/projects globally with focus on change management, compensation, succession and contingency planning, IT, and business development. Well versed in crafting state-of-the-art, multi-media training programs from concept through completion, including need and gap analyses and targeted curriculum and instructional design to ensure that training addresses key business priorities. Proficient in building internal leadership core and promoting productive alignment and coordination between multiple business units.
Operations Leadership Project Management Process Improvement Strategic Planning International Business Change Management Organization Development Talent/Performance Management M&A Restructuring Quality/Safety Control Deployment/Migrations Risk Management P&L IT Strategy Benefits/Compensation Policy Development Customer Service Employee Engagement ROI LMS Customer On-boarding Business Alignment Mentoring/Coaching Global Rollouts Problem Solving
PROFESSIONAL EXPERIENCE
RGIS LLC (Acquired by Blackstone in 2007) Auburn Hills, MI (7/1998-8/2013) Global leader in inventory, supply chain, and merchandising solutions; annual revenues of $650M. Vice President – Global Training and Operations Support 1/2010-8/2013 Charged with providing global leadership in identifying and addressing performance shortcomings for business unit operations and talent management, leading process improvement team and facilitating development and tracking of worldwide performance metrics. Served as senior operational and training advisor to CEO as member of senior management team; performed as senior project manager in implementing new innovations and initiatives and leading problem solving efforts for under-performing business units. Represented CEO in implementing operational alignments and creating or closing business units globally, along with internal governance issues. Cultivated involvement from senior/local management in performing needs and gap analyses; provided critical management expertise in following project plans and reporting requirements. Addressed issues with customer service, new sales, and IT. Supervised nine direct reports with accountability for 500+ indirect reports at 300+ sites globally. Accomplishments: Spearheaded 20% improvement in EBITDA on annualized basis for under-performing, non-U.S. business units by developing/delivering global organization development and continuous improvement process plan. Generated 20% KPI improvement at 85 U.S. business units by creating, teaching, and executing Fresh Start Organizational Development program that improved management skills, operational savvy, and CRM skills. Addressed poor delivery operations during peak business period —eroding profit margin and creating poor customer service—by developing and leading Developed U.S. Gold Plan that aligned business units and targeted operational, CRM, and IT deficiencies. Created contingency teams to effectively engage at underperforming locations. Quarterly productivity and customer service improved year-to-year (YOY) for 3 consecutive years on $150mm of revenue. Strengthened succession planning at middle/senior management levels by providing HiPro Leadership Management program that improved business acumen, leadership, and change management skills. Developed/managed engagement plan to address performance issues at three, new vertical adjacency businesses, improving alignment between traditional/new businesses and acquiring talent to lead operations.
PAUL LANDRY
Page 2 [email protected]
Vice President – Global Training and Development 1/2007- 12/2009 Promoted by Blackstone at time of RGIS LLC’s acquisition to enhance effectiveness and strategic direction of headquarters management regarding global training, LMS design/delivery, customer presentations, organization/leadership development, and change management. Supervised 15 training manager direct reports and held accountable for 500+ indirect staff. Provided critical support/guidance to growing worldwide organization, creating targeted training programs in diverse operational areas related to customer skills development and enhancement of staff capabilities; provided virtual training to growing digital workforce. Accomplishments: Generated 50% improvement in EBITA results by turning around inconsistent and poor productivity at majority of global business units through creation/delivery of numerous enhanced training and organization/process improvement initiatives over 2-year period. Engineered vastly improved production, employee retention, and “speed to performance” results through development of pay-for-performance compensation model and hourly career path process companywide. Efforts improved performance/retention of 2.5K frontline supervisors. Improved global training programs by assigning headquarters training mangers to operational divisions worldwide, enhancing talent acquisition, on-boarding, and continuous training. Efforts strengthened capabilities of new hires, improved job satisfaction/retention by 140%, reduced risk through larger presence, generated 20% improvement in training ROI, and reduced costs by $1.2M annually. Reduced reported safety incidents by 50%, driving down costs in workers’ compensation and insurance costs, by incorporating mandatory safety leadership staff into 500K customer engagements and introducing monthly safety newsletter to highlight safety shortfalls and companywide competitive contests to encourage safety. Strengthened productivity and customer service, while reducing equipment and in-event downtimes by replacing outdated IT hardware and operating systems through development/leadership of tactical change plan for largest IT upgrade in company’s history. Managing Director/President RGIS Canada, Toronto, Canada 1/2005-12/2006 Chosen by CEO to salvage/manage or close under-performing $30M business unit, with focus on P&L, new sales, CRM, governance, and company’s brand management. Led 15 direct reports accountable for 2.7K employees at 24 pan-Canadian business units. Improved compliance with Canadian and provincial laws/regulations and enhanced talent management, succession planning, and achievement of sales quota. Accomplishments: Strengthened operations of under-performing subsidiary by acquiring talent and customers and resolving customer service and IT problems; established action plans targeting under-performing business units and opening of new entities. Efforts drove company to become “Service of Choice” provider for Canadian retailers— unseating incumbent competitor—and improved profit margins by 25%, customer satisfaction by 40%, revenue by 45%, and employee retention by 125%, while reducing costs and safety/workers’ compensation risks. Generated revenue required to sustain business model by building talented sales team and effective strategic model and new sales pipeline/process. Increased revenue by 45% by improving CRM; sold and serviced largest customer in subsidiary’s history, generating $5M in annual revenue. Reduced subsidiary’s exposure and monetary risk by eliminating inconsistencies in compliance/implementation of provincial governance through creation of shard leadership team and developing action plan that strengthened accountability at all business locations. Turned around poor service footprint and coverage in Western and Atlantic Maritime regions, resulting in revenue growth of 30%, by executing action plan that improved or eliminated legacy managers, realigned territories, and attracted new talent, as well as reducing lease costs in legacy and new office locations. Streamlined business administration infrastructure that was driving up payroll costs and threatening subsidiary’s solvency by conducting needs and gap analysis to determine optimal administrative levels. Secured buy-in from senior leadership and HR/legal staff on new approach, resulting in administrative payroll reduction costs of 65%.
PAUL LANDRY
Page 3 [email protected]
Director of Professional Development 7/1998-12/2004 Promoted to lead start-up Department of Professional Development (DPD), recruiting and hiring five training and development mangers who orchestrated recruitment, hiring, training, and development operations for 40K employees. Developed/implemented targeted training program for 5K managers focusing on strengthening of business acumen, leadership, and management skills. Directed range of projects that addressed operational issues related to under-performing business units and building/managing of in-house learning platform. Accomplishments: Rectified issues related to under-performing managerial workforce by developing/implementing operational needs analyses that led to creation of 200-page leadership, management, and business acumen manual and 4-day training program for 5K+ managers. Efforts improved manager retention by 235%, increased effectiveness of all succession planning, and improved customer service by 15% and productivity by 10%. Strengthened operations for 33 under-performing business units by performing needs and gap analysis, working with SMEs and local managers to build and jointly administer field assistance training program. Twenty-eight business units improved KPIs within short time period. Reduced direct training and instructor costs by $3M annually without degrading effectiveness and compliance by collaborating on creation of e-learning platform; converted and deployed 50+ instructor-led courses. Career Note: Began tenure with RGIS LLC as District Manager and served as Chief Military Manpower Official for NATIONAL SECURITY AGENCY. Also served as Flight Commander for U.S. AIR FORCE, managing $75M in assets and 100+ U.S. Air Force and Republic of Korea personnel. Earlier positions include Chief Worldwide Communication Identification Training, Chief Electronic Security Command Master Program and Senior Intelligence Manager and Operator, US AIRFORCE. Details available on request.
EDUCATION / CERTIFICATION
BA Business Administration (in progress), University of Maryland, Heidelberg, Germany Associate’s in Communications, Community College of the Air Force, Maxwell AFB, Alabama Master Instructor, U.S. Air Force TS-SCI Clearance (Lapsed) International Standards Certification
SPECIALIZED TRAINING
Organizational Management Program, National Security Agency Professional Officer Candidate Program, Air University Senior Professional Leadership and Management Academy, USAF Training and Learning Management Development Program, Air Educational and Training Command Instructional System Design, Air Educational and Training Command Leadership and Management Program, Air University
COMPUTER SKILLS
Microsoft Office Suite (Word, Excel, PowerPoint, and Outlook) Microsoft Project and Sharepoint Skillsoft LMS iRGIS Learning Center Oracle (Reporting and Database Extraction) Adobe TALEO ATS ● Captivate Camtasia Scheduling Workbench
PUBLICATIONS/PRESENTATIONS
Articles in RGIS Auditor Magazine and USAF Spokesman Magazine and Presentations to Home Depot, Walmart, Target, Hudson Bay Company, House of Fraser, Sainsbury's, Metro, and Carrefour Developer and Major Contributor for Leadership, Management, and Business Acumen Content - RGIS.com Intranet Sharepoint Site Authored 200-page RGIS WAY Manual on Business Acumen, Leadership, and Management
PROFESSIONAL AFFILIATIONS
U.S. Air Force Retired Association Disabled American Veterans National Security Agency Alumni
248-219-7998 Rochester, MI 48309 [email protected] www.linkedin.com/in/paullandry1
OPERATIONS EXECUTIVE Change Management / Talent & Organizational Development
Resourceful professional with wealth of experience in driving organizational growth and profits through executivelevel operations leadership and vision, fostering continuous improvement and training solutions that optimize ROI. Possesses unique skill set required to translate boardroom strategies into cost saving and innovative operations initiatives/projects globally with focus on change management, compensation, succession and contingency planning, IT, and business development. Well versed in crafting state-of-the-art, multi-media training programs from concept through completion, including need and gap analyses and targeted curriculum and instructional design to ensure that training addresses key business priorities. Proficient in building internal leadership core and promoting productive alignment and coordination between multiple business units.
Operations Leadership Project Management Process Improvement Strategic Planning International Business Change Management Organization Development Talent/Performance Management M&A Restructuring Quality/Safety Control Deployment/Migrations Risk Management P&L IT Strategy Benefits/Compensation Policy Development Customer Service Employee Engagement ROI LMS Customer On-boarding Business Alignment Mentoring/Coaching Global Rollouts Problem Solving
PROFESSIONAL EXPERIENCE
RGIS LLC (Acquired by Blackstone in 2007) Auburn Hills, MI (7/1998-8/2013) Global leader in inventory, supply chain, and merchandising solutions; annual revenues of $650M. Vice President – Global Training and Operations Support 1/2010-8/2013 Charged with providing global leadership in identifying and addressing performance shortcomings for business unit operations and talent management, leading process improvement team and facilitating development and tracking of worldwide performance metrics. Served as senior operational and training advisor to CEO as member of senior management team; performed as senior project manager in implementing new innovations and initiatives and leading problem solving efforts for under-performing business units. Represented CEO in implementing operational alignments and creating or closing business units globally, along with internal governance issues. Cultivated involvement from senior/local management in performing needs and gap analyses; provided critical management expertise in following project plans and reporting requirements. Addressed issues with customer service, new sales, and IT. Supervised nine direct reports with accountability for 500+ indirect reports at 300+ sites globally. Accomplishments: Spearheaded 20% improvement in EBITDA on annualized basis for under-performing, non-U.S. business units by developing/delivering global organization development and continuous improvement process plan. Generated 20% KPI improvement at 85 U.S. business units by creating, teaching, and executing Fresh Start Organizational Development program that improved management skills, operational savvy, and CRM skills. Addressed poor delivery operations during peak business period —eroding profit margin and creating poor customer service—by developing and leading Developed U.S. Gold Plan that aligned business units and targeted operational, CRM, and IT deficiencies. Created contingency teams to effectively engage at underperforming locations. Quarterly productivity and customer service improved year-to-year (YOY) for 3 consecutive years on $150mm of revenue. Strengthened succession planning at middle/senior management levels by providing HiPro Leadership Management program that improved business acumen, leadership, and change management skills. Developed/managed engagement plan to address performance issues at three, new vertical adjacency businesses, improving alignment between traditional/new businesses and acquiring talent to lead operations.
PAUL LANDRY
Page 2 [email protected]
Vice President – Global Training and Development 1/2007- 12/2009 Promoted by Blackstone at time of RGIS LLC’s acquisition to enhance effectiveness and strategic direction of headquarters management regarding global training, LMS design/delivery, customer presentations, organization/leadership development, and change management. Supervised 15 training manager direct reports and held accountable for 500+ indirect staff. Provided critical support/guidance to growing worldwide organization, creating targeted training programs in diverse operational areas related to customer skills development and enhancement of staff capabilities; provided virtual training to growing digital workforce. Accomplishments: Generated 50% improvement in EBITA results by turning around inconsistent and poor productivity at majority of global business units through creation/delivery of numerous enhanced training and organization/process improvement initiatives over 2-year period. Engineered vastly improved production, employee retention, and “speed to performance” results through development of pay-for-performance compensation model and hourly career path process companywide. Efforts improved performance/retention of 2.5K frontline supervisors. Improved global training programs by assigning headquarters training mangers to operational divisions worldwide, enhancing talent acquisition, on-boarding, and continuous training. Efforts strengthened capabilities of new hires, improved job satisfaction/retention by 140%, reduced risk through larger presence, generated 20% improvement in training ROI, and reduced costs by $1.2M annually. Reduced reported safety incidents by 50%, driving down costs in workers’ compensation and insurance costs, by incorporating mandatory safety leadership staff into 500K customer engagements and introducing monthly safety newsletter to highlight safety shortfalls and companywide competitive contests to encourage safety. Strengthened productivity and customer service, while reducing equipment and in-event downtimes by replacing outdated IT hardware and operating systems through development/leadership of tactical change plan for largest IT upgrade in company’s history. Managing Director/President RGIS Canada, Toronto, Canada 1/2005-12/2006 Chosen by CEO to salvage/manage or close under-performing $30M business unit, with focus on P&L, new sales, CRM, governance, and company’s brand management. Led 15 direct reports accountable for 2.7K employees at 24 pan-Canadian business units. Improved compliance with Canadian and provincial laws/regulations and enhanced talent management, succession planning, and achievement of sales quota. Accomplishments: Strengthened operations of under-performing subsidiary by acquiring talent and customers and resolving customer service and IT problems; established action plans targeting under-performing business units and opening of new entities. Efforts drove company to become “Service of Choice” provider for Canadian retailers— unseating incumbent competitor—and improved profit margins by 25%, customer satisfaction by 40%, revenue by 45%, and employee retention by 125%, while reducing costs and safety/workers’ compensation risks. Generated revenue required to sustain business model by building talented sales team and effective strategic model and new sales pipeline/process. Increased revenue by 45% by improving CRM; sold and serviced largest customer in subsidiary’s history, generating $5M in annual revenue. Reduced subsidiary’s exposure and monetary risk by eliminating inconsistencies in compliance/implementation of provincial governance through creation of shard leadership team and developing action plan that strengthened accountability at all business locations. Turned around poor service footprint and coverage in Western and Atlantic Maritime regions, resulting in revenue growth of 30%, by executing action plan that improved or eliminated legacy managers, realigned territories, and attracted new talent, as well as reducing lease costs in legacy and new office locations. Streamlined business administration infrastructure that was driving up payroll costs and threatening subsidiary’s solvency by conducting needs and gap analysis to determine optimal administrative levels. Secured buy-in from senior leadership and HR/legal staff on new approach, resulting in administrative payroll reduction costs of 65%.
PAUL LANDRY
Page 3 [email protected]
Director of Professional Development 7/1998-12/2004 Promoted to lead start-up Department of Professional Development (DPD), recruiting and hiring five training and development mangers who orchestrated recruitment, hiring, training, and development operations for 40K employees. Developed/implemented targeted training program for 5K managers focusing on strengthening of business acumen, leadership, and management skills. Directed range of projects that addressed operational issues related to under-performing business units and building/managing of in-house learning platform. Accomplishments: Rectified issues related to under-performing managerial workforce by developing/implementing operational needs analyses that led to creation of 200-page leadership, management, and business acumen manual and 4-day training program for 5K+ managers. Efforts improved manager retention by 235%, increased effectiveness of all succession planning, and improved customer service by 15% and productivity by 10%. Strengthened operations for 33 under-performing business units by performing needs and gap analysis, working with SMEs and local managers to build and jointly administer field assistance training program. Twenty-eight business units improved KPIs within short time period. Reduced direct training and instructor costs by $3M annually without degrading effectiveness and compliance by collaborating on creation of e-learning platform; converted and deployed 50+ instructor-led courses. Career Note: Began tenure with RGIS LLC as District Manager and served as Chief Military Manpower Official for NATIONAL SECURITY AGENCY. Also served as Flight Commander for U.S. AIR FORCE, managing $75M in assets and 100+ U.S. Air Force and Republic of Korea personnel. Earlier positions include Chief Worldwide Communication Identification Training, Chief Electronic Security Command Master Program and Senior Intelligence Manager and Operator, US AIRFORCE. Details available on request.
EDUCATION / CERTIFICATION
BA Business Administration (in progress), University of Maryland, Heidelberg, Germany Associate’s in Communications, Community College of the Air Force, Maxwell AFB, Alabama Master Instructor, U.S. Air Force TS-SCI Clearance (Lapsed) International Standards Certification
SPECIALIZED TRAINING
Organizational Management Program, National Security Agency Professional Officer Candidate Program, Air University Senior Professional Leadership and Management Academy, USAF Training and Learning Management Development Program, Air Educational and Training Command Instructional System Design, Air Educational and Training Command Leadership and Management Program, Air University
COMPUTER SKILLS
Microsoft Office Suite (Word, Excel, PowerPoint, and Outlook) Microsoft Project and Sharepoint Skillsoft LMS iRGIS Learning Center Oracle (Reporting and Database Extraction) Adobe TALEO ATS ● Captivate Camtasia Scheduling Workbench
PUBLICATIONS/PRESENTATIONS
Articles in RGIS Auditor Magazine and USAF Spokesman Magazine and Presentations to Home Depot, Walmart, Target, Hudson Bay Company, House of Fraser, Sainsbury's, Metro, and Carrefour Developer and Major Contributor for Leadership, Management, and Business Acumen Content - RGIS.com Intranet Sharepoint Site Authored 200-page RGIS WAY Manual on Business Acumen, Leadership, and Management
PROFESSIONAL AFFILIATIONS
U.S. Air Force Retired Association Disabled American Veterans National Security Agency Alumni
