Mauro Calcano has over 30 years of experience leading human resources functions across various industries including consumer products, pharmaceuticals, and food service. He has held VP and director level roles at companies like Timex Group, Goya Foods, Sara Lee Corporation, Marriott, and Chiquita Brands. Calcano has expertise in areas such as talent development, change management, and global HR strategy and operations.

1. Mauro Calcano
mobile: 203.558.0708 ■ mauro@calcano.net
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 diligence
experience 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.

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GOYA 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 businesses
VP, Human Resources, Consumer Brands Coffee Division 2000-2002
Led HR transformation for a $500M+ US unit formed by the acquisition of Chock Full O’Nuts and
Nestle’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 London
VP, Human Resources, Worldwide Direct Sales 1995-2000
Led HR for a $1B global Direct Sales business headquartered in Europe, with 10,000 employees
and over one million independent sales representatives; managed 20 in-country HR Directors.
Partnered with business leaders to improve performance across a highly diffused international
organization
■ 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

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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 Venezuela
education B. A., Public & International Affairs, George Washington University,
Graduate Studies in Personnel Management – GWU College of General Studies
Languages: Spanish & English