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Innovative Human Resources Executive

An innovative human resources executive with 15 years’ experience in public and privately held companies, serving leading high tech, service and manufacturing industries.

    • Worked closely with compensation committees in developing executive and employee compensation, equity, and benefits programs.

    • Led the human resources function in multiple acquisitions and rightsizing efforts.

    • Partnered with senior leadership to implement organizational design and change management initiatives.

    • Implemented several human resources management systems (HRMS) and learning management system (LMS) tools to increase employee productivity and efficiency.

A strategic thinker with strong business acumen who has been instrumental in the creation of high performing management and production teams.


Aramark Corporation, Aramark Uniform Services, Burbank, California                                                            2005-2009

Vice President of Human Resources

Reporting to the President, directed human resources operations for a $1.4 billion business unit of a $12 billion managed services company with 240 locations and 14,000 union and non-union employees. Managed a team of 32 human resources professionals, providing employee relations, talent acquisition, organizational design, training and management development throughout the division. In addition, supported labor relations, safety and compensation programs.

  • As a consequence of the recession and a 10% revenue decline, conducted a reduction in force of  1,200 employees, changed vacation policies, reduced travel and applied more online training, resulting in a $40 million annual savings.

  • Worked with the Division President in restructuring the senior management team to increase revenue and be more operationally focused.

  • Co-sponsored a change management initiative to be more customer and employee focused through training, communication, recognition and reward programs. Customer satisfaction improved by 26% in 18 months.

  • Managed division-wide employee initiatives, which included an employee job satisfaction survey, new hire orientations, training programs, safety programs and improvement of management skills, which resulted in a 20% decrease in employee turnover.

  • Led the human resources integration of several acquisitions, including a 350-employee company.

  • Developed and implemented an online performance management tool for 5,000 salaried and non-exempt employees.

  • Implemented an online LMS for 4,000 management and sales representatives covering technical and management skills training.

  • Reduced human resources staff turnover by more than 90%.

  • Established key criteria for the company’s succession planning for regional vice presidents, general managers and sales executives.

  • Reduced recruitment time for key salaried positions and lowered recruiting costs by 80% through dedicated talent acquisition resources and better recruitment techniques and metrics.

  • Managed state and federal compliance for employee issues and wage and hour claims with no litigation.

  • Reduced the division’s accident incident rate from 15% to 7.4%.

  • Supported field sales and service managers with union avoidance and strike planning.

Gateway, Inc., Irvine, California                                                                                                                       2004-2005

Vice President of Human Resources

Managed executive compensation, stock administration, staffing, sales compensation, employee relations, benefits, succession planning, HRMS, management development and organizational design with a team of 40 employees for a public computer manufacturer with $3 billion in revenues.

  • Managed the organizational restructuring and subsequent reductions in force of 4,500 employees over an 18-month period, following the elimination of 150 retail stores.

  • Worked with the Board of Directors’ Compensation Committee to revise an existing executive deferred compensation plan and benchmarked executive compensation, including FASB 123 expensing of options.

  • Transitioned the company from an outsourced human resources model, including staffing, training, compensation and benefits to an in-house model over a three-month period.

  • Provided human resources support in the relocation of company’s headquarters from Poway to Irvine, California, involving 450 staff.

Electronics for Imaging, Inc., Foster City, California                                                                                       2000-2004

Vice President of Human Resources

Lead the Human Resources Department in strategic human capital initiatives for a public company in the software imaging industry. Managed executive compensation, stock administration, employee relations, staffing, compensation, benefits, management training, organizational development and HRMS for 1,500 employees worldwide, generating $600 million in revenues. Employees were located in 25 offices and 15 countries.

  • Managed strategic human resources initiatives, including the integration of several publicly traded companies in 2003, which increased the company’s market capitalization to $1.5 billion.

  • Worked closely with the CEO and the Board of Directors in establishing competitive executive compensation programs and succession planning strategies.

  • Improve employee retention programs, which resulted in 95.5% retention in 2003 up from 68.0%.

  • Established worldwide compensation practices and policies based on internal and external benchmarks.

  • Implemented a re-pricing stock option program, following “six plus one” guidelines that was part of an employee motivation and retention initiative.

  • Created the project plan and framework for a SAP HRMS implementation worldwide.

  • Developed and implemented a 10B5-1 program for the officers and Board of Directors.

Cellular One, Inc. (acquired by AT&T Wireless in 2000), South San Francisco, California                                   1990-2000

Vice President of Human Resources (1994-2000)
Director of Human Resources (1990-1994)

Managed executive compensation, employee relations, staffing, compensation, benefits, payroll, training, organizational development, facilities (including store locations) and HRMS for a wireless communications company with 1,400 employees in California, Missouri and Kansas and more than $550 million in revenues. Reported directly to the CEO.

  • Created a Human Resources Department that aligned with the company’s rapid growth from 120 to 900 employees in three years. This included adding professional human resources staff, creating policies and procedures, and implementing orientation programs, training and incentives.

  • Developed and implemented a long-term incentive plan for the executive management team and key employees, which played an important role in retention.

  • Partnered with functional vice presidents, delivering technical and management training curriculums.

  • To gauge employee satisfaction, implemented an Employee Satisfaction Survey for all employees and, after applying new programs based on the survey, obtained 80% satisfaction up from 65%.

  • Integrated two acquisitions with 120 and 350 employees into the company’s existing health and welfare plans, organizational structures and pay practices.

  • Created compensation and reward programs that retained critical engineering talent during the Silicon Valley “talent wars.”

  • Implemented a new PeopleSoft HRMS that increased efficiency in human resources management and payroll operations.

  • Negotiated lease contracts for corporate office locations as well as retail store locations.

PepsiCo, Inc., Taco Bell Corporation, San Francisco, California                                                                     1989-1990

Area Human Resources Manager

Managed human resources operations for 90 restaurants in the Seattle, Portland and Sacramento areas.  This included recruiting, employee relations, salary administration, training and development, retention programs for 200 management positions and 2,200 hourly employees.

  • Developed strategies that upgraded existing skill levels of management through training, development and selection criteria.

  • Managed a significant number of employee relations issues with no litigation.

  • Developed strong college relations in recruiting talented management applicants.

Owens Corning Fiberglas, Toledo, Ohio                                                                                                        1982-1989

Advanced Personnel Specialist, Toledo, Ohio (1985-1989)
Plant Personnel Specialist, Dallas, Texas (1983-1985)
Industrial Engineer, Dallas, Texas (1982-1983)

Began career as an Industrial Engineer concerned with productivity, efficiency and quality of manufacturing. Moved into human resources, working as a Plant Personnel Specialist on union contracts, grievances, arbitration and negotiations. Subsequently, promoted to Advanced Personnel Specialist, concentrating on recruitment, salary administration, terminations, performance evaluations and manpower planning for two divisions with 1,200 employees.


Pennsylvania State University, State College, Pennsylvania

Bachelor of Science, Industrial & Management Systems Engineering

University of Texas, Arlington, Texas

21 credits towards an MBA


Senior Professional Human Resources Certification (SPHR)
DDI Master Trainer Certification


Society for Human Resources Management
High Tech HR Forum Advisor

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Mailing Address: P.O. Box 241957, West Los Angeles, California 90024-9757
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