M I C H A E L B R U N O18 Harbourton Ridge Drive (610) 703-3504Pennington, New Jersey 08534 mbruno730@gmail.com

C H I E F H U M A N R E S O U R C E S O F F I C E R

A creative and strategic TOP HUMAN RESOURCES EXECUTIVE AND CORPORATE OFFICER with extensive experience in leading domestic and international companies towards achieving their growth strategy. Earns recognition as a proactive, results-oriented leader who builds world-class leadership teams. A dedicated change agent who orchestrates and leads major initiatives aimed at improving efficiency and productivity of human assets while achieving financial results. Creates the foundation for long-term prosperity, while providing creative, simple solutions to complex issues.

Talent Management Training and Development Staffing/Recruiting

Succession Planning Employee/Labor Relations Change Management

Organization Design/Effectiveness Strategic Planning Executive Compensation

E X P E R I E N C E

IAC (INTERACTIVE CORPORATION) New York, New YorkSenior Vice President, Head of Human Resources 2013-Present

Reporting to the CEO, provide guidance for all HR activity for 11 strategic business units (SBU) for Search and Applications (S&A) business, including Ask.com; About.com, Mindspark; Askpartner.com; Dictionary.com; Investopedia.com; Pricerunner.com and Citigrid. S&A is a $1.8B revenue internet media business with 1500 employees globally. Our websites reach an audience of over 300 million monthly with page views at 8.5B. HR staff = 28.

Talent Management: Designed and implemented talent management strategy, including comprehensive succession plan for leadership and technical roles. Identified top 15% (Shooting Stars) for promotion/retention strategies, enhancing overall depth charts.

Compensation: Managed all compensation matters across the Company, including annual merit program, bonus/commission plans, and equity programs across all businesses. Created consistency across brands through one-point contact with individual business CEOs.

Change Champion: Work with each business to ensure we have seamless integration of change processes that builds sustainable competitive advantage. Built the case for change based on market and business realities; overcome resistance to change by engaging key stakeholders in decision-making while building their commitment to full implementation.

Management Development: Implemented new management development programs across company. Worked closely with former GE training executives for design and implementation of programs. Upgraded the Leadership capabilities.

Executive Staffing: Served as confidante to CEO and senior leadership in respect to critical hiring decisions and employee relations matters. Hired new general counsel to best manage contracted business processes with Google, Bing, Yahoo, etc.

REMEDI SENIORCARE Baltimore, MarylandSenior Vice President, Head of Human Resources (Interim) 2012-2013

Managed organization design/readiness for aggressive growth strategy for $300M revenue healthcare company; designed talent management and culture programs to upgrade talent and change “how we deliver services to our customers”. Implemented new total rewards programs, employee communications strategy, and formalized a training and development program. Left when the CEO (who recruited me) moved into a Chairman’s role due to health reasons; I decided to work in NYC again versus commuting to MD. Remedi Seniorcare is a portfolio company for Sterling Partners and Centerbridge Partners (PE).

HR Strategy: Developed HR strategy to mirror company’s strategic and financial objectives approved by board with strong focus on upgrading talent; changing culture from command/control leadership style to employee engagement style; and building compensation/benefits model to present company as great place to work while ensuring cost competitiveness within industry.

Recruited and Hired Key Executives: Filled 30+ positions due to growth and expansion, including SVP- Operations, two General Managers, Vice President of Finance, Controller, and VP- Information Technology.

Compensation and Benefits: Hired new Vice President of Total Rewards from PWC & Mercer. Overhauled company-wide compensation structure, implementing new management incentive plans; sales incentive plans; and team member incentive plan for each site. Evaluated healthcare providers and 401K administrators to upgrade benefit offerings while reducing costs.

HR Innovator and Integrator: Ensure desired business results are clearly and precise prioritized; necessary organization capabilities are powerfully conceptualized and operationalized; appropriate HR practices, processes, structures, and procedures are aligned to create and sustain the identified organizational capabilities.

Communications: Built and implemented company-wide employee communications program to highlight up to three key activities each month, including CEO state of the business meetings; CEO monthly newsletter; quarterly general manager town hall meetings; and employee focus groups.

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BUDDY MEDIA New York, New YorkSenior Vice President, Head of Global Human Resources 2011-2012

Managed HR for Start-up Company prepping it for either an IPO or sale. Recruited and hired new President from Salesforce.com to execute our growth strategy. Left Buddy Media after working closely with the Owner’s and Senior Leadership for the successful completion of a Company sale to Salesforce.com for $750M.

Organization Development: Managed organization design and development, global staffing, executive compensation, global compensation and benefits, global, employee relations, as well as training development. Recruited and hired more than 50 employees in four-month period, including a new Senior Vice President of Business Development. Exceeded staffing objectives by 18%.

Executive Compensation: Reviewed and implemented new executive compensation strategy along with Compensia (Global Executive Compensation consulting firm). Ensured the compensation strategy aligned with similar start-up firms.

Talent Identification: Identified top key performers for promotion and retention purposes, using core skill competency/behavior model. Turnover rate less than 9%.

Office Expansion: Started up new office locations in United Kingdom, Singapore and San Francisco. Completed acquisition of Brighter Option Company in UK.

Benefits: Hired new benefits broker, Frank Crystal, to upgrade overall health care benefits program. Reduced renewal rates from 17% to 9% through plan design and aggressive vendor management.

Capability Builder: Created, audited and orchestrated an effective and strong organization by helping define and build organizational capabilities including innovation, speed, customer focus, efficiency, and the creation and meaning/purpose at work.

Culture: Established a unique culture where we celebrated with employees through weekly lunches; free snacks in our pantry; “color war” theme at annual picnic which included a kickball game and supplied materials so employees could build their own boat to compete in a swimming pool; bobble head dolls of employees’ likeness at their one year anniversary; employees were given $100 a person to buy a holiday gift for another employee as part of our annual holiday luncheon (often using their likes from Facebook).

KINGS/BALDUCCI’S Parsippany, New JerseySenior Vice President and Chief Human Resources Officer 2010-2011

Managed the following functions human resources, corporate relations, office services and payroll. King’s/Balducci’s is an upscale food market chain with 30+ stores based in the Northeast and mid-Atlantic regions with annual revenues of $500M. King’s Balducci’s is a portfolio company for Angelo Gordon (PE). Left after Angelo Gordon shifted the business investment strategy from food markets to restaurants in the portfolio.

Designed new Go-To-Market Corporate Strategy with CEO and Senior Leadership Team: Created new strategy, moving company from grocery-store model to niche food market strategy to increase revenue, customer count, and overall profitability. Designed and implemented new senior management organization based on corporate strategy.

Implemented new Management Talent Plan: Designed new management talent plan to focus on recruitment of right talent; talent mapping to ensure proper mix of talent and skills to execute business strategy successfully; workforce planning and development to provide for detailed workforce planning and gap assessments; performance planning and evaluation to enable employees to best understand where to add value and corresponding tie-in with compensation; and retention plan to determine characteristics that best define most critical performers and proactively manage development, compensation and engagement over time.

Created Leading-Edge HR Strategic Plan within 180 Days: Correlated plan to company’s strategic and financial objectives. Met key executives, managers and individual contributors throughout company, listening to ideas, concepts and concerns. Designed HR roadmap for company, including new staffing model, building new compensation model, revising performance management program, and establishing new core values reflecting revised business strategies for company. Collaborated with senior leadership team to coordinate company-wide management meeting introducing new business strategies, core values, and vision for company, resulting in well reception of meeting. Followed up with individual store meetings to cascade message to store associates.

Union Avoidance. Shut down union organizing campaign in Balducci’s working with Jackson-Lewis (NYC legal firm). Aggressively met with employees to design and implement an effective communications program addressing hourly rates, health care programs, and management leadership.

Store Operations. Worked with the operations team to open new stores for Balducci’s, along with Kiosk models, with aggressive staffing plans to hire employees away from our competitors.

RODALE, INC. New York, New YorkExecutive Vice President and Chief Administrative Officer 1998-2010

MICHAEL BRUNO, PAGE 3

Managed ten functional areas including Human Resources, Employee Services, Legal Services, Marketing Research, Real Estate and Facilities, Office Services, Food Service operations, Fitness Center and Childcare Center with a budget of $28M and 76 employees. As the CAO, worked directly with the CEO and SVP-Business Development to provide strategic planning initiatives for implementing and executing the three-year operating plan.

Evaluated all Senior Management for Board of Directors: Met with each executive, including president, and reviewed business plans for product development and revenue growth projections. Recommended to board hiring of new CEO/president as first step in conducting management change. Assisted new CEO in assembling senor leadership team through recruiting and hiring new COO, CIO, and CFO.

Built new Integrated Executive Compensation Program for Senior Executives and Shareholders: Worked closing with Mercer Consulting to design new annual management incentive plan with long-term incentive plan to attract and retain top talent in publishing and advertising ((word)) company turnaround. Weighted programs 60% on brand performance, 20% on overall company performance and 20% on MBOs. Designed and implemented new shareholder value plan for company family for participation in rewards program as company grew in revenue and profits.

Designed Senior Brand Organization Structure for Company to Grow Brands across Various Channels: Moved from basic book/magazine publisher to brand-oriented content company based on strategic plan. Eliminated and replaced heads of books/magazine groups by giving brand editors-in-chief and publishers responsibility for building brand extensions and breaking into new revenue categories, including branded books, websites, subscription services, iPhone applications, international expansion, as well as licensed products.

Implemented new Performance Management System: Based emphasis on new performance program on employee contribution to business and making game-changing differences. Started process with self-evaluation by employee and remained highly interactive between employee and manager. Coordinated development plans for individuals between management and HR in collaborative effort.

Built new Year-Round Intern Program: Recognized new business strategy required new pipeline of talent to rise bar on content levels for magazines, books, online sites and customer publishing. Recruited such schools as Northwestern, Syracuse, Columbia, Lehigh, Fairfield and Georgetown with interns turning into permanent hires for brands.

Implemented new Succession Planning Program to Identify High-Potential Talent throughout Company: Established core competencies across brands to move company forward, including strategic outlook, push for results, innovation, and customer focus, leading others, and developing talent. Utilized plan to fill key roles in company and set up tiger teams for special business development projects requiring short-term attention. Tracked top 100 employees to ensure staff possessed correct business assignments and were compensated accordingly. Sent list for review with CEO twice per year.

Grew International Brands Globally: Opened up offices in UK, Paris, and Milan to expand in Europe. Initiated joint venture arrangement with Hearst in parts of Europe and moved to licensing deals in Asia and South Africa.

Strategic Positioning: Understand the global context (social, political, economic, environmental, technological, and demographic trends); translating these trends into business implications. Participate in developing customer-focused business strategies that translates into business strategy leading to annual business plans and goals.

A D D I T I O N A L E X P E R I E N C E

GOLDEN BOOKS FAMILY ENTERTAINMENT, New York, New York, Senior Vice President, Human Resources, 1997-1998. Opened new manufacturing facility in Racine, Wisconsin to fully integrate publishing titles internally at one location. Achieved givebacks during negotiation talks with union regarding benefits and pension. Designed and implemented new compensation models for sales force by providing greater upside for incentive upon achievement of sales targets. Ensured competitiveness of compensation models based on ion benchmarking studies with Ernst & Young.

TECHNOLOGY SERVICES SOLUTIONS, Wayne, Pennsylvania, Vice President, Human Resources, 1994-1996. Set up company to install competitive labor rates for hardware service business. Built and implemented new compensation and benefits model, bringing labor rates in line with industry and overall market. Transformed company culture from heritage model to culture emphasizing speed and high-customer-service contact. Improved average daily service calls from 3.0 to 5.5 calls per day by streamlining call processes, organizing territories differently, as well as benchmarking results against competition. Worked closely with senior management team to deliver message of changing how company did business.

LAURA ASHLEY, INC., Boston, Massachusetts, Vice President, Human Resources, Interim Head of Store Operations, 1992-1994. Reduced management costs by 18% through merging store staff throughout company. Combined operations through reorganizing and appointing one shop manager per two shops, versus one manager per store. Eliminated management positions where possible. Designed and implemented new corporate organization to support stores in North America and Europe. Established new merchandising and operations teams to provide brand and customer service levels across all stores globally. Recruited and hired top talent from competitors to achieve new store standards.

PEPSICO, INC., Hanover, Maryland, Vice President, Human Resources, 1989-1992. Moved operation division culture from command/control management style to high-performing, goal-oriented team leadership approach, more in line with company profile for talent management. Turned over senior staff and introduced more consensus-building activities around decision-making processes. Recruited and hired graduates from West Point and Naval Academy to serve as area managers, securing hardworking recruits who provided world-class leadership capabilities and high integrity.

GENERAL ELECTRIC COMPANY, Fairfield, Connecticut, Global HR Management Program, 1981-1988. Completed Human Resources Global Management program as one of 28 participants. Selected for development assignment in corporate strategic planning processes and succession planning. Attended global leadership programs every six months to learn from senior executives on strategic direction and contributions of HR to overall success of company. Served in aerospace, global appliance motor, corporate information systems, consumer products, and corporate headquarters.

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E D U C A T I O N

COLUMBIA UNIVERSITY, New York, New YorkM.A., Human Resources Administration

RIDER UNIVERSITY, Lawrenceville, New JerseyB.A., Education