Mauro Calcano resume


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Mauro Calcano resume

  1. 1. Mauro Calcano mobile: 203.558.0708 ■ profile Bi-lingual HR leader rose through HR leadership roles of increasing scope in premier companies and diverse industries with consumer products, pharmaceuticals, and food service ■ extensive international experience ■ unique expertise in global talent development, acquisition, integration, transformation and change management processes. HR Specialist & Consultant, Calisa Associates 2009 to Present HR firm that assist management with the primary goal of developing businesses with a competitive market position and provides a range of partnerships to include HR services and operations management. HR consultancy and advisory services to minority firm, with focus on process improvement, operations, and HR strategy; organization analysis and design; executive recruiting; management/technical staffing; development/training; succession planning; compensation; employee relations; as well as HR M&A due diligenceexperience TIMEX GROUP, Middlebury, CT 2005-2009 Privately held holding company with a portfolio of consumer products subsidiaries generating over $800M in annual sales worldwide; the second largest watch manufacturer in the US and seventh largest in the world; 5500 employees worldwide. VP Human Resources & Business Partner Recruited to transform HR during successful repositioning and turnaround of a mature global company Reporting to CEO; lead HR and internal Communications function, with a staff of ten and a budget of $5M. ■ Partnered with senior leadership to transform the business model from a product focus to a segmented brand strategyled to improved US performance, from 73% to 98% of plan. ■ Led change initiatives, including readiness assessment and organization re-designto improve management accountability across the enterprise. ■ Installed new communication and compensation plans—cut turnover 11% and improved morale. ■ Hired local management team in India for outsourcing IT and AP functionsenabled technology outsourcing that saved $5M/year. ■ Right-sized manufacturing and reduced overall headcount and developed high performance teams —cut expenses 25% by utilizing Kepnor-Tregoe’s problem identification and resolution. ■ Re-built and re-focused the HR organization, including implementation of HR Balanced Scorecardreduced headcount by 25% by implementing HRIS (PeopleSoft) service deliverables. ■ Established dedicated Wal-Mart supply chain and key account management teams in Bentonville  enhanced account relationship and grew revenue while reducing overall account staffing. ■ Implemented Talent Analysis Review & Assessment —to develop/retain top sales talent. ■ Created Office of Innovationto incubate/accelerate development of new products and e-business. ■ Built new regional management team—integrated internal/external recruiting to cut time-to-hire from four months to two, while saving $250K in fees. GOYA FOODS, Inc., Secaucus, NJ 2002-2004 Leader in Hispanic specialty foods, with sales of $1B and locations in the USA, the Caribbean, Central America, and Mexico. Director, Human Resources Head of HR .Drove HR innovation and change critical to new go-to-market strategies. Led all HR; supported 2000 employees in seven sites; directed 12 staff; reported to CEO and COO. ■ Created/won buy-in for new HR/people strategy and systems integrationcritical to improved operational efficiency.
  2. 2. Page 2GOYA FOODS, Inc., Secaucus, NJ■ Established enterprise-level competency profile for key talentdefined technical, functional, and leadership skills required to implement the company’s business strategy.■ Launched intensive staffing initiative—hired 50+ proven sales and marketing managers.■ Established executive/leadership development, succession planning, and high-potential programsto take advantage of the rapidly expanding Hispanic talent pool. Board Members, strongly opposed new mass channel initiative, wrestled control of the company from CEO & COO and which were ousted from the organization; subsequently brought about my departure and that of other senior team members, Reference: Wall Street Journal article, March 24, 2004, A family fights over the future of Goya.SARA LEE CORPORATION, New York, NY 1995-2002$16B global provider of food, beverage, and consumer packaged goods.Played key leadership role in successful integration of newly acquired businessesVP, Human Resources, Consumer Brands Coffee Division 2000-2002Led HR transformation for a $500M+ US unit formed by the acquisition of Chock Full O’Nuts andNestle’s North American coffee business; managed eight professional staff.■ Developed/implemented KPI and CSF for restructuring strategy that reduced headcount by 30%.■ Established on-site learning center/ GED program, for employees, families, and community —reduced plant absenteeism from 6.75% to 2.1%; improved order fill rate from 89% to 99%.■ Negotiated six plant closings (with no labor strife); integrated manufacturing into one site; increased overall capacity by 50% while reducing cost by $10M/year of operational budget.■ Lead the establishment of HR shared services for beverages division- consolidated saving■ Sports Director, Hills Bros. Coffee – NASCAR Sara Lee Coffee & Tea assets were acquired by Massimo Zanetii – Italy.SARA LEE, Europe, Asia Pacific & Latin America, Utrecht and LondonVP, Human Resources, Worldwide Direct Sales 1995-2000Led HR for a $1B global Direct Sales business headquartered in Europe, with 10,000 employeesand over one million independent sales representatives; managed 20 in-country HR Directors.Partnered with business leaders to improve performance across a highly diffused internationalorganization■ Selected for P&L leadership roleserved in Manila for over one year as co-GM for Philippines.■ Built the worldwide leadership teamstaffed over 50 key management and technical positions.■ Established HR Best Practices at country levelupgraded management’s skill base/performance.■ Created/implemented five-year management review and development planimproved leadership and supervisor-level training in third world countries.■ Negotiated country-by-country employment contractsenabled introduction of new technology, work reclassification/training, and headcount reductions.■ Introduced ‘best pay practices” and competency-based performance rewardsreduced overall employee turnover by 20%; improved employee satisfaction in Asia by 50%. Sara Lee Direct Sales assets were acquired by Tupperware Brands Corporation
  3. 3. Page 3 MARRIOTT CORPORATION ■ CATERAIR INTERNATIONAL, Bethesda, MD 1992-1995 VP, Human Resources Operations Led HR in Latin America, Europe, and Australia for in-flight/industrial catering business with 21,000 employees in 22 countries and sales of $1B, spun-off from Marriott through LBO in 1993; with additional accountability for Hispanic labor relations in U.S; directed 12 HR managers. ■ Negotiated master labor contracts in New York, London, Madrid, and Caracas. CHIQUITA BRANDS INTERNATIONAL, Costa Rica 1989-1992 Director, Human Resources, Operations Led HR for Division growing/harvesting/processing $4B fruit products: 20 countries; 30 HR staff. . ■ Eliminated redundant functionsdrove accountability to lower levels of management. ■ Restructured HR organizationachieved $1M in savings. ■ Established management training/assessment centersimproved leadership at country level BEECHAM PRODUCTS CORPORATION, New York, NY 1984-1989 UK-based pioneering pharmaceuticals company; merged with SmithKline Beckman in 1989. Director, Human Resources, Americas Division Led HR function for the $1B Americas Division plus Corporate headquarters. Reported to Chief Executive Officer and served as an Operating director on the Beecham Executive Committee. MERCK & COMPANY, INC., Rahway, NJ 1979-1984 Personnel Manager, Latin America Managed HR in twelve Latin American subsidiaries; as Chief Spokesperson of the Management Bargaining Team in Venezuela, negotiated two labor contracts, one involving a plant closing. Early Career: Personnel role at General Foods de Venezuelaeducation B. A., Public & International Affairs, George Washington University, Graduate Studies in Personnel Management – GWU College of General Studies Languages: Spanish & English