David M. Lloyd
David is a seasoned, results-oriented executive with international and domestic experience in operations and human resource management in hi-tech, institutional, hospitality and aviation industries. A proven track record for developing innovative solutions and building strong cross-functional teams across different nationalities and cultures. Extensive experience in aligning activities to improve profitability and support business objectives. A reputation for achieving results by using creative problem solving techniques and employing a versatile, result-oriented approach.
David Lloyd is a leading creative thinker in the area of human capital management. Some of his practices and innovations have been cited in the Wall Street Journal and CIO magazine, as well as numerous other business publications. He served as chairman of the HR Forum, as a commissioner for the Accreditation Commission for Programs in the Hospitality Industry, and as a frequent guest lecturer at Cornell University. He has interacted extensively with boards, and has served on the board of a successful venture capital-funded start up focused on the development of strategy execution and goal management applications for large, complex organizations.
Relevant Previous Business Experience
David has more than 20 years of experience in senior line and staff positions in transportation, hospitality, hi-tech, manufacturing, software development and service industries. His experience ranges from small start ups to large multi-nationals. While his emphasis has been in the human resource executive role, he has significant experience in operations.
Accomplishments
- Developed and implemented human capital and performance management systems that enable organizations to identify and measure employee performance, and better manage it's human capital. Implemented bi-annual 360-degree assessment processes, integrated them with employee climate surveys, and created models, which identified issues and predicted employee turnover at the business unit level. A case study on the process was published.
- Co-developed and beta tested an internet based suite of SEM (strategy execution management) tools which permitted real time assessment on the status of all organizational initiatives, goals and objectives for all levels within the organization. The tools create "organizational transparency" and give the CXO real time visibility to divisional, departmental and individual initiatives. The tool was referenced in the April 2001 issue of CIO magazine and is presently being deployed by three large, NYC based, financial institutions.
- Designed and implemented strategies that created a "learning based" organization where ALL employees were routinely trained and educated on the company's new product offerings, services, etc.
- Broadly exploited technology and the Internet to automate HR processes, improve access to information, and push knowledge to employees. The September 23rd 1997 issue of the Wall Street Journal (front page) highlighted some of these developments.
- Designed and deployed tools and methodologies that enabled a service based organization to manage its growth from 2,100 employees to over 11,000 employees, and 120million to more than 1 billion in revenue, in less than 3 years.
- Implemented a broad range of innovative recruitment processes which involved Internet based pre-employment testing, psychological testing, computer assisted interviewing and structured interviews. Some of these tools, processes and methodologies were profiled in HR Executive Magazine, as well as local and national newspapers.
- Broad experience at interviewing and selecting successful high-level executives for both domestic and international companies. Recruited Presidents, General Managers, CEO's, CFO's, etc.
- In depth experience managing all HR related areas: benefits, compensation, recruitment, HRIS, labor, EEO, etc.
Professional Experience
HQ Global Workplaces, Dallas, TX, 2002 - 2003
The nations largest provider of Executive Suites (instant offices) with more than 200 locations throughout the U.S., and franchise operations in Europe and Asia.
Area President
Complete P&L responsibility for a $30M business comprised of 27 locations across 6 states.
- Transformed a business that was consistently ranked, using a broad set of measures, 8th out of 8, to 4th position in a 14-month period.
- Dramatically improved the operation and profitability of the business by providing vision and focus.
- Improved profitability by 42%.
- Stabilized the business in a very challenging economy. Replaced eroding national accounts with local business in almost 100% of cases.
- Significantly impacted operating costs through tight expense control and directly negotiating cost reductions in excess of $2M
- Implemented policies and processes that ensured the business ran smoothly and efficiently. Almost completely eliminated bad debts and write-offs.
The viaLink Company, Dallas, TX, 1999 - 2002
A publicly traded (NASDAQ) corporation with 114 employees in the U.S., Asia and Australia that enables major retailers and suppliers in the consumer packaged goods (CPG) industry to engage in electronic commerce through a proprietary database.
Senior Vice President - Operations & Human Resources
Developed and implemented strategies that improved productivity, customer satisfaction and profitability. Ran the day-to-day operation of the business and delivery of all services and products sold to customers. Managed technical sales support, project management office, customer implementations, electronic data interchange (EDI), community development, customer support, customer training, data management, and human resources functions.
- Cut project implementation times by more than more than 90% over a 12-month period.
- Cut man-hours required to implement a customer from an average of 97.3 in 1999 and 2000, to 71.5 in 2001, and 25.9 in 2002.
- Reduced customer proposal turn-around time by 50%.
- Developed tool kits that enabled the sales process, generated project plans, customer contracts, managed customer expectations and guaranteed 50% gross profit margins.
- Implemented quality and customer satisfaction programs which retained customers and achieved 95% customer satisfaction levels.
- Built effective working relationships with strategic partners which resulted profitable, fixed price-outsourcing contracts.
- Developed and delivered presentations to customers, investors and financial industry analysts.
- Achieved voluntary employee turnover levels of less than 2% for three consecutive years.
FUJITSU/ICL Systems, Inc., Dallas, TX, 1997 - 1999
A wholly owned subsidiary of ICL PLC (UK). The Systems Division is an international hi-tech business headquartered in Dallas with 2,500 employees and operations in 14 countries. The business provided hardware, software and system integration solutions to the top 300 retailers in Europe and North America.
Senior Vice President Administration and HR
Directed all administration and hr activities in a shared services model for seven unique businesses and more than 50 facilities throughout Europe and North America, including the leasing, build-out and operation of 46 facilities in NA.
- Managed budget of $10 million. Developed and implemented plan that reduced administrative costs by 40%.
- Successfully developed and executed a strategy which resulted in a lease renewal for one of FJ/ICL's largest facilities that was 37% lower than the original lease.
- Conducted organizational capabilities assessments, and collected and managed employee skills data. Developed a range of tools, which allowed the organization to use information and drive the business strategy. (The Internet recruitment program was cited on the front page of the Wall Street Journal)
- Implemented inter-connected human capital management, compensation, development and retention mechanisms aimed at retaining key skills within the organization while reducing corporate operating costs.
STATION CASINOS, INC., Las Vegas, NV, 1994 - 1997
A publicly-traded company (NYSE: STN) which grew in 30 months from one location with 2,100 employees and revenue of $140 million, to seven subsidiaries, 11,000 employees and revenues approaching $1 billion.
Vice President-Human Resources
Managed all HR functions including executive compensation, recruitment, training, benefits, stock option administration, compensation, labor relations, employee relations and union avoidance. Member of the Business Review Committee that reviewed and evaluated all capital expenditures.
NIKKO HOTELS INTERNATIONAL, New York, NY, 1985 - 1994
A start up operation which became the largest international subsidiary of a major airline, with seven four and five star properties, 1,700 employees and revenues in excess of $250 million. Part of the three-member team (along with the CEO and VP Finance) that managed day-to-day business operations. As the sole "Westerner" on the team, provided strategic direction, asked the "hard" questions and surfaced, confronted and developed plans to address business issues and performance shortcomings.
Vice President- Administration and HR, 1992 - 1994
Vice President-HR, 1987 - 1992
Corporate Director-HR, 1986 - 1987
Director of HR, 1985 - 1986
- Consistently met Gross Operating Profit (GOP) targets in the fiercely competitive, narrow-margined hospitality industry.
- Reviewed and approved all business plans and operational budgets. Conducted quarterly operational reviews of results, strategy development, troubleshooting and problem solving.
- Built and deployed a broad range of tools used in the business to construct and manage budgets, assess customer satisfaction, and evaluates operational performance.
- Hired all executive level positions within the company, evaluated their performance, determined salary increases and bonus payouts.
MERIDIEN HOTELS, New York, NY, 1983 - 1985
A subsidiary of a large European airline with operations in five states and fifteen countries. The property had 525 employees and revenues of $40 million.
Director - Human Resources
Responsible for all human resource functions including labor, legal, employment and benefits administration.
ALTAIR AIRLINES, Philadelphia, PA, 1981 - 1983
A rapidly expanding regional airline, which grew in two years from a small, four state operation with turboprop aircraft, to an all jet airline serving 13 cities in 8 states.
Director - Reservations, Field Support Services and HR
Directed the operation of the central reservations function and airport operations. Negotiated landing rights agreements, airport facilities leases, ground handling agreements and labor contracts. Handled all telecommunications corporate-wide. Directly responsible for the revenue producing Central Reservations function.
- Doubled employee productivity in the reservations department over a 24-month period.
- Developed and implemented a yield management program that dramatically boosted average revenue per seat mile.
- Successfully opened 5 East Coast airport facilities.
EASTERN AIRLINES, Miami, FL, 1975 - 1981
Promoted through eight increasingly responsible line and staff positions, ultimately reporting directly to a SVP.
Education
- MBA Management, New York Institute of Technology, New York, NY.
- BS Economics, Upsala College, East Orange, NJ.
Leadership Activities
- Member of the Board of Directors, Performaworks, Inc., a SEM (Strategy Execution Management) software company funded by a prominent venture capital firm (1999 - 2003)
- Former Chairman - Human Resources Executive Forum - an international organization comprised of the 40 largest hospitality companies in the world (1993 - 1997)
- Commissioner - ACPHA - Accreditation Commission for Programs in Hospitality Administration (1993 - 1996)
- Frequent Guest Lecturer - Cornell University (1987 - 1994)
