John S. Bahouth, Jr.



PREVIEW

Globally developed five tool human resource leader, with a strong record of success in transforming organizations, blending strategy into tactics, and talent management best practices. Recognized best practice diversity leader. Innovative leadership style assures tight alignment between strategic HR programs and enterprise objectives. Cross functionally trained in finance with a disciplined approach to all levels of compensation, managing budgets and executing projects. At the table for eight acquisitions, nine divestitures and one J/V. Strategic sourced to China, Mexico, Brazil and India. Participated in development, construction and operation of over 8000 MW of utility grade power.

HIGHLIGHTS

Assisted global enterprise efforts to improve balance sheet by $1.3B in working capital variance, allowing UTC to significantly reduce debt during a period of company transformation. Chief learning leadership role.
Earned national reputation as a best practice leader in diversity practices, winning 2000 US Dept of Labor EVE award. Achievement helped ABB avoid over $100 Million in non-compliance penalty.
Created sustainable solutions addressing an emerging talent gap at Hubbell by improving retention in key executive group to 100% as well as reducing engineering turnover by 60%. Assessment, recruiting, performance management and compensation processes all bolstered.
Implemented innovative sales compensation program for Thomson DBM shaving 4% of SG&A, improving cash flow and helped net a higher final sales price multiplier for divested business.

PROFESSIONAL EXPERIENCE


Noble Environmental Power LLC Essex, CT
Vice President Human Resources (2008 Present)
Noble is a wind power energy start-up company producing 700+ MW in USA.
HR Function leader for development, construction, operations and asset management professionals.
Lead strategist for defeat of IBEW Local 1249 organizing campaign in New York State.
Compensation structure re-design, variable and base pay, to address growth curve issues and avoid 409A exposure.

Hubbell Power Systems, Inc. Columbia, SC
Vice President Human Resources (2005 - 2008)
Full scope HR responsibility for $700M, 3000 employees, global manufacturing business with increasing YOY margins and improved market position during period of consolidation and outsourcing.
Key member of M&A due diligence team acquiring and integrating three new global assets.
Directed effort for innovative IUE / CWA collective bargaining agreement resulting in 15% YOY reduction of labor costs, to support lean manufacturing. Created and implemented gain share incentive program.
Upgraded leadership development programs tailored to top 100 high potentials, improving development plans and launching global learning initiatives.
Resourced Asia Managing Director, a Chinese national, identifying key talent, within tight search timeline. Directed all on boarding efforts including employment agreements and legal compliance.

The Thomson Corporation DBM New York City, NY
Senior Vice President Human Resources and Learning (2002 - 2004)
Chief HR executive for professional services, global outplacement and coaching consulting company. Provided HR, Learning and Communications leadership for 80 distinct offices and 4,000 FT and PT employees.

Redeployed workforce staffing by 25% to mirror changes in revenue and profit performance.
Assembled and led an executive team to re-design global variable compensation system
Directed transition of HR Outsourcing (HRO) post divestiture resulting in 30% overall reduction of HR service delivery costs.

Alstom (ABB Power Generation) Richmond, VA
Vice President Human Resources (1996 - 2001)
HR leader for $2B sales power equipment and service provider. Key role in a series of transitions that helped to produce largest global power generation company. At peak company employed 1500 employees.
50% improvement in employee satisfaction by implementing rigorous learning practices combined with a tie-in to improved compensation practices. Designed first all associate bonus programs impacting all levels.
Directed swift hiring of 400+ project based employees during tight market conditions. Hiring effort critical path for successful power project completion.
Reversed record of poor compliance with US DOL and OFCCP.

Kenetech Hartford, CT
Director Human Resources and Safety (1993 - 1996)
Regional HR leadership for pre-IPO, IPO and bust energy venture company primarily involved with wind power and combined cycle power plants.
Designed and implemented power plant and site security strategy including all crisis communication tactics. Following workplace fatality managed crisis response and intervention counseling for employee population and local community. Directed all interfaces with OSHA and local police authorities.
Defeated union organizing efforts by Boilermakers, Pipe Fitters and Electricians across multiple location, assuring schedule and profit performance while minimizing Unfair Labor Practice charges.

United Technologies Corporation Corporate HQ, Hartford, CT
Manager Working Capital Education (1990 - 1992)
Principal Learning Officer of CEO nominated team dedicated to achieving stretch levels of working capital avoidance, improved working capital turnover and launched new manufacturing and inventory changes. Post MBA Finance promotion.

Control Systems Division, Farmington, CT
Manager Human Resources (1985 - 1990)
Promoted three times to progressively increasing roles of responsibility. HR chair and due diligence team member for six SBU line divestitures and closure of division.

Hilton Hotels, Director of Personnel, Chief Spokesperson, Syracuse, NY (1983 - 1985)
Canadian Pacific, US, Syracuse China Division, Personnel Administrator Syracuse, NY (1981 - 1983)


EDUCATION AND PROFESSIONAL CERTIFICATIONS

Master of Business Administration, University of New Haven, Marketing 1989
Bachelor of Arts, Syracuse University, History 1981
The Executive Program, Darden School, University of Virginia 2000
SPHR 1996 2003
Level III Certified Golf Teaching Professional, USGTF 2004 Present


FIVE TOOL STRENGTH SUMMARY

1.)Strategic HR 2.) Talent Management 3.) Total Compensation and Rewards
4.) Compliance 5.) Project Management