PROFESSIONAL BACKGROUND

LEWIS B. FREEMAN & PARTNERS, INC.
Present
Principal

Provides consultation to Receivers, Trustees, and Assignees. Due diligence on business operations for purchase or rehabilitation. Analysis of human resources of troubled companies.

ADVO, Inc.
2004-2007
Executive Vice President – Chief Human Resources and Administrative Officer

America’s largest targeted in-home solutions-driven print advertising company, whose shared mail advertising programs reach 80 million US/Canadian households weekly/112 million monthly.
• Recruited CEO, CFO, CMO and CIO, negotiating terms and conditions of employment agreements leading to a 40% premium sale price
• Strengthened and upgraded quality of HR, security, purchasing, facilities, legal: reduced fixed costs by $6.2MM
• Decreased employee-related lawsuits by 20%: outsourced security, restructured purchasing policies, saving approximately $10MM
• Appointed lead in the integration of a $3 BLN merger; negotiated contracts with Teamsters, kept other manufacturing facilities union free.
 

REV SOLUTIONS
2003 – 2004
Principal

Consulting practice with focus on development and execution of company-wide HR strategies in turnaround, startup or acquisition oriented companies. Typical projects included:
• Financial Services: Led assessment for company experiencing significant turnover; advised CEO on restructuring, successfully reversing 20% slide in profitability
• Retail: Led HR due diligence for Japanese multi-billion dollar holding company buying retail automotive parts distributor.
• Restructuring: Appointed by Receiver to manage all aspects of “shut down” of global apparel company with $250MM in revenues.

MCCANN-ERICKSON WORLD GROUP
2002 – 2003
Executive Vice President – Director of Human Resources

Led multi-national HR function for marketing communications company with 275 offices operating in 137 countries.
• Aggressively recruited by CEO to re-engineer and lead global HR function focusing on executive compensation, senior executive recruiting and providing advice to Chairman and key executives
• Loss of largest account, formal SEC investigation and reduction of $50MM in fixed costs resulted in return to previous administrative HR model and elimination of position.

WINSTAR COMMUNICATIONS, INC.
1998 – 2002
Senior Vice President – Human Resources and Administration

Broadband services company that built one of the world’s most widely available, end-to-end networks and provided web hosting/design, telecom, e-commerce and professional services. Reported to President and COO. Worked through life cycle of business from negligible net worth to a peak of $5 BLN market value.
• Appointed to Operating Committee that strategically grew revenues and employees from $125MM to $1.1BB and 1000 to 5000, in 40 months. Opened 60 global markets, initiated e-commerce businesses, recruited three new members of senior management including President-U.S. Operations
• Designed executive comp programs while reducing annual benefit costs by $1MM; created new training program; hired 2,300 employees at costs $2+MM below national average
• Co-led due diligence teams resulting in successful acquisition and integration of six companies within four years in 11 countries
• Preserved the company’s critical base while negotiating and managing the many sensitive aspects of a complex Chapter 11 and 7 workout. Nominated by U.S. Trustee, Restructuring Officer, and consortium of banks to manage the liquidation.

THE NEW YORK TIMES COMPANY
1996 – 1998
Senior Vice President – Human Resources

Recruited in tandem with new CEO to change the platform of The New York Times Company consisting of The New York Times, The Boston Globe, 21 regional newspapers, nine leisure-activities magazines, eight television and two radio stations, information services groups and forest products operations.
• Introduced and completed succession planning and management development programs for these diverse businesses
• Outsourced ESOP, 401(k) and Stock Option programs, saving $2MM annually
• Overhauled program to install shared services approach to financial and human resources administration expected to save $8MM in headcount and administrative costs
• Restructured executive compensation to create greater shareholder value, which, along with other actions, resulted in approximately 40% stock price increase over 18 months.

BERTELSMANN, A.G.
BERTELSMANN ENTERTAINMENT
1993 – 1996
Vice President, Human Resources – North American Division

Responsible for six operating divisions, music (RCA, Arista, Windham Hill record labels), publishing, interactive, television, video and direct marketing business units.
• Dismantled and rebuilt the management structure of major record label by restaffing senior level positions including President and EVP/Marketing, leading to recovery of $21MM loss
• Appointed by President to five-member due diligence team for $5 BLN industry-changing acquisition
• Introduced comprehensive compensation plan and further refined existing benefit programs which saved in excess of $2.5MM annually.

FRANK B. HALL INSURANCE CO.
1988 – 1993
Senior Vice President, Human Resources

Hired to participate in turnaround of this global insurance broker, consisting of five major divisions with 115 offices through U.S., Europe and Australia.
• Recruited key managers and producers as part of turnaround, improved retention rate by 12%, and increased new revenue production by $90MM, a 62% improvement
• Directed design committee to pioneer one of the first flexible benefit programs in U.S., reducing annual cost by $5MM
• Saved an immediate $1.2MM by developing “hub-and spoke” organizational structure
• Designed/installed management development program, focused on performance coaching for managers and teams, at the same time saving $1MM in annual HR costs.

CITICORP NORTH AMERICA
1987 – 1988
Vice President, Human Resources

Managed human resources function for global financial services business specializing in leveraged buyouts, asset-based lending, mergers and acquisitions and equity specialized/syndication leasing.
• Redesigned and introduced more competitive incentive compensation program, focusing on attaining critical objectives, reducing turnover by 21% and saving $2.5MM annually
• Repositioned a failing aircraft parts broker from a loss to breakeven in eight months by redesigning the marketing systems and upgrading key employees.

GENERAL ELECTRIC COMPANY
1987 – 1988
GE Capital – Real Estate Financial Services Division
1984 – 1987
Human Resources Managers

1974 – 1984
Union Relations Manager, Construction Equipment Sales Division
Human Resources Manager, Medical Systems Division
Compensation Specialist, Transportation Systems Division

INTERNAL REVENUE SERVICE
1972 – 1974
Estate and Gift Tax Attorney