MAC’s Response:

What has been your experience in senior level executive HR positions within manufacturing and distribution

organizations?

For the past four years I have served as the SVP of HR at Timex, one of the world‟s largest manufacturer/distributors of

watches. Previous leadership assignments include being the top HR executive at Goya Foods (a $1B global distributor) and for

divisions of Sara Lee with revenues of $500M and $1B. At Timex and Goya I was the HR management representative to the

Board. My resume details achievements in each of these assignments, including success at both the strategic and tactical levels.

At Timex, for example, I partnered with the CEO to drive a major cultural transformation and reposition the corporate strategy

from a product to a brand focus…and at a tactical level, I re-built the HR function, dramatically reduced our time-to-hire for key

roles, and led the right sizing of our global manufacturing organization to cut costs by 25%.

Explain your experience in the development and implementation of strategic employment/employee policy and

practices.

My experience in developing, securing consensus for, and managing both union and non-union employment/employee policy,

practices and procedures is extensive. At both Timex and Goya Foods, for example, I managed the Board Compensation and

Leadership Committees; set policy that drove compensation and pay practices throughout the organization; and managed

implementation at all levels. At Sara Lee, I introduced „best pay practices” and competency-based performance rewards

that reduced overall employee turnover by 20% and improved employee satisfaction in Asia by 50%. My approach to

employment policy is to benchmark other manufacturing and distribution companies to understand best practices…but also to be

flexible and rigorous in applying such practices to ensure the best possible fit with my organization‟s specific business strategy

and employment circumstances.

What has been your experience in the development and implementation of organizational change and development?

Just to cite one example: At Timex I was selected by the new CEO specifically to drive organizational change and development

in this mature business. With the goal of broadening the market reach and appeal of the Timex brand, I led the HR effort to break

down the existing (and quite rigid) “silo structure,” which made it difficult to shift resources quickly and pursue a truly integrated,

multi-segment business strategy. My role was to resolve inter-functional conflicts; provide problem analysis/solutions;

recommend appropriate changes in organizational design and structure; and recruit a “new generation” of employees and

leaders. The payoff for this hard work came when Timex was able to transition successfully into high end/luxury market

segments that had never before been “Timex country.”