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PAUL A.

HORCHLER
http://www.linkedin.com/in/paulhorchler Beverly Hills, MI 48025 (248) 760-3983 paul.horchler@gmail.com

PROFILE Results-oriented professional services leader with 15+ years of experience and success in consulting, portfolio/program management, human resources and client relationship management Talent Acquisition Program Management Client Service Communication Service Delivery Change Management Collaboration Strategy & Execution P&L Responsibility Analyses/Assessment Matrix Organizations Workforce Planning Operations Surveys & Research Strategic Alliances Services Innovation Consumer Products Life Sciences Manufacturing Professional Services PROFESSIONAL EXPERIENCE PH FACTORS Beverly Hills, MI
Sole proprietorship established to allow for freelance, contract and other consulting engagements

2009 Present

Managing Consultant Independent consultant providing business consultancy services in talent management, recruiting, client service, market research and business process improvement. KELLY OUTSOURCING & CONSULTING GROUP (OCG) Troy, MI
A global division of Kelly Services that provides innovative human capital and talent management solutions

2006-2009

Practice Manager HR Consulting Chartered with launching new business unit within this division of Kelly Services. Performed 6 month study of client needs, market conditions and existing capabilities in order to identify profitable new consulting practices. Created strategy, design and development components for marketing, sales, service delivery and operations required to deploy new services. Full P&L responsibility for all business unit activities. Also served as consultant on internal projects for Sales, Marketing, Talent Management and Independent Contractor Services groups. (2006 2009) Designed and deployed 4 new consulting services Strategic Workforce Planning, Global Mobility, Learning, and Consulting Resources resulting in revenues of $1.2M for 2007 (considered an investment year) and $2.0M in 2008 Innovation Program Leader OCG Concurrent with HR Consulting role, designed and deployed a formal innovation program for the division focused on blending appropriate processes, tools, structure, communications, metrics, change management and executive support to foster a new culture embracing grass-roots ideas and centralizing innovation. (2008) Established formal vetting process to assess risks/costs/benefits so that leadership could make informed decisions on investment in and execution of potential ideas Member of team that launched and moderated a web-based tool allowing employees to post, comment and vote upon ideas from across the company. More than 500 ideas were submitted in first 6 months of deployment CLARKSTON CONSULTING Durham, NC

2000-2006

Leading management and technology consulting firm that provides strategic business solutions for clients within the life scien ces and consumer products industries worldwide.

Program Manager Deployed internal Program Management Office (PMO) with charter to identify, develop and deliver critical processes, tools and training for the organization that delivered value to clients and employees. Key areas of responsibility included knowledge management, methodology development and management, change management initiatives, annual client satisfaction survey, professional development and training, and ad-hoc projects with full P&L responsibility. Initiatives required executive-level sponsorship, support and execution along with grass-roots adoption across multiple geographies, verticals and services; approaches and execution steps designed to achieve success at all levels of the organization. (2002 2006) Designed, deployed and managed knowledge management strategy, organization and best practices to address critical barriers to company growth Successfully developed and deployed 3 major releases of standardized service delivery methodology Conducted 3 client surveys that yielded highest response rates in company history Member of team that developed and delivered 10+ new major training initiatives for the firm Designed and launched first-ever company newsletter to improve communications efforts

Manager - Resource Management Led team responsible for resource planning, engagement staffing, skills management and performance management processes. Coached and mentored team members in support of their career objectives and deliver brilliant client service to clients. (2001 2002) Spearheaded assessment and selection of professional services automation system (ChangePoint) in order to move disconnected, inefficient manual processes to web-based enterprise system; effort cited as most successful internal software implementation in company history Software and process changes allowed departmental headcount to be reduced by 50% and resources aligned to other critical areas Senior Recruiter Responsible for recruiting consultants and sales executives for specific practice areas and the sales team. Coached and mentored team members in order to improve services delivery to internal clients. (2000 2001) Directly hired 21 employees during tenure to support team achievement of corporate-wide recruiting goals Managed assessment, selection and implementation of candidate management technology resulting in dramatic reduction in paperwork volume, 15% reduction in time-to-hire and a $2000 decrease in cost-per-hire ORACLE CORPORATION - Americas Consulting
A global services organization that supports Oracle customers and partners with software, business process and industry solut ions.

1999

Senior Applications Consultant Member of project team responsible for entire ERP implementation cycle: business process analysis, requirements definition, legacyOracle mapping, solution design, system testing and production (also training and change management efforts). Utilized application implementation methodology during these cycle components. Supported numerous business development efforts during sales calls and proposal process. Participated in 6 client or internal engagements including ERP implementations and related services KELLY SERVICES, INC. - Troy, Michigan
A Fortune 500 company offering human resources and staffing solutions to more than 200,000 customers through 3000 offices in 41 countries.

1992-1998

Director of Operations Led corporate-wide team in the design, implementation, and management of National Staffing Program for a Fortune 200 client. Full responsibility for all account operations, including: executive relationships, resource planning, staff selection/training, client meetings and presentations, contractual requirements, service-level agreements, P&L and overall client satisfaction. (1998) Installed system (people, processes, and technology) for the procurement and administration of contract labor at client locations in the U.S. and Puerto Rico All programs implemented in this tenure were on time and resulted in expected business benefits (dollar and other) for client Project Manager Member of corporate-based team (Office of the President Accounts) responsible for implementing National Staffing Programs. Helped develop innovative sales and service delivery approaches so that Kelly could attain market leadership with this model. Extensive interaction with clients, field locations, and suppliers to ensure that appropriate staffing and human resources service levels existed in each market. (1994 1998) Installed systems for the procurement and administration of contract labor at 50+ client divisions/sites across the U.S. Negotiated with and managed over 200 sub-suppliers; developed, tracked and evaluated supplier performance metrics Lead member of the Quality Management System team responsible for installing proper corporate and total quality management (TQM) standards During this period, accounts for this group grew from one to 7 and revenues increased 750% Senior Account Manager Managed the Account Service group of Kellys Ford Motor Company operation, coordinating and servicing Fords United States and International locations. Core responsibilities also included P&L, staff development, coaching and performance management; this included leading integration effort of new team members as a result of acquisition. (1993 1994) During tenure on this account, staff headcount grew from 5 to 20, and contract employee headcount from 85 to over 350 Recruiter/Account Specialist Responsible for the recruitment, selection and placement of technical contract labor professionals for Ford Motor Company. (1992 1993) During tenure, total account sales and headcount increased by 200% EDUCATION University of Michigan - Ann Arbor, MI Bachelor of Arts Degree