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Work experience

Jan 2006Present

Vice President of Human Resources & Administration

Wayne County Airport Authority

VICE PRESIDENT OF HUMAN RESOURCES Run Airports) Senior level executive responsible for all areas of human resources and labor relations functions. Restructured entire human resources department; automated processes and created new human resources culture. Responsible for labor relations function for 13 unions; revitalized training group, installed AchieveGlobal customer service and leadership training programs, set forth vision for integrated learning management system/performance management/succession planning programs. Developed interim performance management/succession planning programs. Re-engineered human resources organizational structure, policies and procedures, re-wrote employee handbook and benefits manual, created recruiting marketing brochures. Restructured compensation system, and led an organization restructure process team. Developed and implemented several policies and programs including: Relocation assistance program, Severance benefit program, Educational assistance program, Business and travel expense policy(was entrusted by and worked with CEO & Board Chair to develop this program after organization received very negative media attention). Many employee handbooks and supervisory handbooks. Standard operating procedures & HR policies, automated HR processes. Reorganized a failing training unit to be very successful and productive, the training unit is now restructured as organizational development as value-added to the organization and is an integral part of the Talent Management Program. Upon arrival at the Wayne County Airport Authority, the HR department had undergone a very negative internal audit, with poor results. After my arrival, another audit was conducted and we scored much higher and were deemed to have done an outstanding job in restructuring the department. The audit was conducted by Jefferson Wells and is documented. Developed and implemented a talent management system that has four components: Recruiting, linking an employee's job to the overall organizational strategy, and uses our balanced scorecard as a measurement of progress; performance evaluation for employee development and succession planning. Integrated career center and development goals, automated the system by using Cornerstone Learning Management, all components are related to the WCAA strategic goals, objectives, and scorecard performance; competency assessments support WCAA core values. All employees, including unionized employees, participate in the talent management system. Have been requested to speak at many industry conferences concerning talent management, both at venues in the U.S. and in Thailand and South Korea at global conferences.

Aug 2004Jan 2006

Director of Corporate Human Resources

The Crown Group
Senior level human resources leader responsible for human resources and labor relations functions for multi-state(unionized and non-union) manufacturing organization. Managed employment litigation and litigation prevention. Responsible for managing multi-million dollar self-insured benefits program, worker's compensation program, and safety compliance. Delivered AchieveGlobal customer service and leadership training programs. Coached executive staff in employee assessment and development. Responsible for labor contract negotiations as well as maintaining non-union status of other facilities. HR lead of new facility start-ups-The negotiated first ever labor agreement) Have always been able to maintain non-union status of facilities. Lowered benefit costs by communicating with employees about generic prescription drugs, the use of generic drugs increased, saving the company hundreds of thousands of dollars. Developed and implemented Company Auto Allowance Policy, transferred managerial-level employees from auto fleet program. Many employee handbooks and supervisory handbooks. Standard operating procedures. HR policies. Coordinated legal proceedings(working with companies concerning liabilities, paint vendors, equipment manufacture companies, etc.) after a catastrophic fire at one of The Crown Group facilities in Ecorse, MI. Managed safety and worker compensation function. Successfully managed an outside vendor picketing event at a Crown Group facility. Engaged in mediation to successfully settle a serious employee discrimination issue.
May 2002Aug 2004

Human Resources Director

Android Industries, Inc
HUMAN RESOURCES DIRECTOR. Team leader hired to transition company for this multi-state(unionized) manufacturing organization from PEO-managed employees to in-house employees, included installation of a human resources information system and payroll time and attendance system to maintain employee data(training HR professionals to manage system), benefits programs implementation, including medical and worker's compensation and the technology necessary to maintain these programs. Worked with management team on plant start-up projects in various states. Developed the Ai Institute, developed employee competencies, linking to organizational goals and objectives. Created various training programs, including employment law practices, organizational culture training, achieved certification to train managers in DDI's Targeted Selections interview methodology. Conducted labor negotiations and maintained labor agreement administration. HR lead of new facility start-ups-3-Android Industries. Negotiated several labor agreements, meeting company objectives. Set up HR function, brought employees into regular employment status from a professional employer organization(leased employees to regular employees) this involved the entire creation of all employee programs and policies to support this project. Many employee handbooks and supervisory handbooks. Standard operating procedures. HR policies. Installed HR Information System. Installed payroll system. Managed safety and worker compensation function.
Apr 1999May 2002

Director of Human Resources

MSX International
DIRECTOR OF HUMAN RESOURCES (former MASCO company) Directed the human resources function for several facilities(unionized and non-unionized) across the U.S. for Special Vehicles & Manufacturing Division, responsible for labor negotiations, developed employment policies, structured the human resources function, ensured legal compliance, created Affirmative Action Plan, represented the company at various legal hearings, handled Michigan Department of Civil Rights and EEO claims, attended depositions, worked with in-house counsel and outside legal counsel. Directed audits by the Department of Labor, OSHA inspections, and other governmental audits. Led and conducted campaign against UAW unionization, the UAW lost the election. Have always been able to maintain non-union status of facilities, Negotiated labor agreement, meeting company objectives. Many employee handbooks and supervisory handbooks. Standard operating procedures. HR policies. Managed safety and worker compensation function.
Feb 1998Apr 1999

Director of Corporate Human Resources

U.S. Farathane Corporation
DIRECTOR OF CORPORATE HUMAN RESOURCES Hired by CEO to create human resources function for multi-facility union and non-union manufacturing operation. Implemented payroll and HRIS, responsible for safety management, policy and procedure creation and maintenance, regulatory compliance, including audits by DOL, FBI, EPA, and OSHA. Responsible for labor negotiations, grievance administration, and arbitration hearings. HR lead of new facility start-ups-1-U.S. Farathane. Have always been able to maintain non-union status of facilities. Created HR function at U.S. Farathane. Many employee handbooks and supervisory handbooks. Standard operating procedures. HR policies. Installed HR Information System. Installed payroll system. Managed safety and worker compensation function.
Mar 1989Jan 1998

Manager, Human Resources

MascoTech Accessories/SportRack Automotive
MANAGER, HUMAN RESOURCES (former company) Led process improvement teams in the following areas: Developing and implementing a Gainsharing Program Safety issue, re-engineered assembly process to improve safety Organization restructuring process Managed the labor relations/human resources function for two Teamsters organized facilities and one non-unionized manufacturing facility. Successful in maintaining non-union status for non-union plant, was asked to speak at a Masco HR conference concerning team-building and maintaining non-union facilities. Developed succession planning program and career pathing, including apprenticeship programs, including technical skills training working with local college. Led team of employees in creation and implementation of gainsharing program. Was part of a team in a start-up brownfield site, staffed the facility, developed HR function, implementing MascoTech policies and procedures. Managed labor relations, including grievance administration, arbitration hearings, and labor negotiations. HR lead of new facility start-ups-(1-MascoTech. Have always been able to maintain non-union status of facilities. Many employee handbooks and supervisory handbooks. Standard operating procedures. HR policies. Installed HR Information System. Installed payroll system. Managed safety and worker compensation function. Assisted an employee from another country who was badly injured on the job, facilitated bringing his wife in from Croatia to care for him.


Jun 20082015

PHD Doctorate

Walden University

The Organizational Psychology specialization focus is on building successful organizations by improving the performance and well-being of its people. This doctoral specialization is designed to deepen knowledge of workplace and organizational behavior, selection, performance management, training and development, organizational behavior and development, leadership, motivation, and job-related attitudes. 

Aug 1993May 1995


Central Michigan University

The Master of Science in Administration degree provides the knowledge and skills required for administrators and supervisors to function effectively in a wide variety of administrative settings, plus the specialized processes and competencies needed for a particular professional field. It is offered in nine concentrations.

Aug 1988May 1993

B.A. Human Resources Management

Concordia University

The Human Resource Management concentration will provide students with the knowledge and skills required to effectively staff and maintain the workforce of organizations. Beginning with a discussion on human behavior, the HRM concentration emphasizes the impact of such practices as staffing, compensation, training, and benefits on organizational effectiveness. Human Resource professionals are found in every industry in the US- business, hospitals, schools, employment agencies, executive search firms, and staffing/outplacement firms.


♦ State Bar of Michigan, Labor & Employment section; former Student Governing Council member

♦United States Eastern District Court, admitted to practice

♦Airports Council International-North America, HR Steering Vice Chair, Chair – Knowledge Sharing & Collaboration Working Group

♦American Association of Aviation Executives, Women in Aviation

♦American Psychological Association

♦Society for Industrial-Organizational Psychology

♦Psi Chi Honors Society

♦Clara B. For Academy, Board President; Vista Maria, Advisor to the Executive Board

♦Schoolcraft College, Aviation Committee Advisory member

♦Lore Institute, Certification, Appreciative Coaching for HR Professionals

♦CAPPP Certification – Pension Management


retirement program

Awards & Recognition

♦ Named American Society of Employers HR Executive of the Year - 2014 

♦ Cornerstone Learning Management – Remarkable Achievements & Visionary Elites Award – Visionary in Performance Management

♦International Public Management Association for Human Resources – Succesion Planning:  One Woman’s Journey (Gale LaRoche).  HR News, August 2014.