Jim Rizzo

Public Company; 5001-10,000 employees; CLUB; Health, Wellness and Fitness industry

February 2007 – January 2010 (3 years)

Fitness center company with 162 locations in the Northeastern US operating under various brand names.; Spearheaded people management activities and HR strategy for 9K+ employee firm, directing workforce planning, learning & development programs, compensation and benefits and performance management initiatives. Directed a team of 50+ HR professionals, managing 6 direct reports and an HR and benefits budget valued at $12M+ per year. Created and implemented succession and rewards programs. Managed employee communications. Developed policies and procedures to improve employee engagement and ensure compliance with applicable regulations. Managed payroll and HRIS. Served on executive committee and reported to CEO.

Key Accomplishments:
Transformed departmental culture and elevated credibility within the organization with new HR strategy to align workforce with goals and by serving as business partner to executive team.
Cut legal fees by $1M and improved Sarbanes-Oxley compliance and employee relations with a hot line that reduced 3rd party interventions by 50%+; provided reports to board audit committee.
Slashed turnover 30% per year with new HR strategy, including metrics and standards that augmented overall performance management system.
Increased staff competence and customer satisfaction with job description overhaul, learning & development initiatives and mystery shopper and rewards programs to sharpen customer focus.
Clearly linked performance and advancement, designing and implementing an appraisal program and high-potential talent identification and executive appraisal system as well as a succession plan.
Controlled benefit costs while maintaining quality health and welfare offerings with addition of wellness programs, HRAs and employee education programs.
Designed and implemented executive compensation program that aligned performance with company objectives; presented results and recommendations to board of directors.

Public Company; 5001-10,000 employees; Retail industry

January 1998 – January 2007 (9 years 1 month)

Leading regional drug store chain operating 260 locations in metropolitan New York with an average store size of 8K-10K square feet.; Led HR organization through a period of explosive growth, creating infrastructure to accommodate expansion from 20 to 260 stores. Built HR department and managed all HR functions, including recruiting, training & development, employee relations, salary and benefits administration, payroll and collective bargaining. Directed 30+ HR professionals and supervised 7 direct reports. Played key role in company strategy development, reporting directly to the CEO and serving on the firm's operating committee.

January 1995 – January 1998 (3 years 1 month)

Led organizational turnaround, consolidating assets, managing relationships and readying the enterprise for sale. Successfully positioned company for acquisition. Met frequently with investors, bankers and other key stakeholders to manage transition.

January 1992 – January 1995 (3 years 1 month)

Initially hired to lead HR department; promoted within 18 months to general manager role, overseeing an enterprise with 200+ employees engaged in sales, direct catalog marketing, manufacturing and retail activities. Reengineered manufacturing operations and overhauled structure of support departments. Spearheaded relocation; Turned losses around, spurring profitability via organizational change, including marketing and sales strategy alterations.

January 1992 – January 1993 (1 year 1 month)

Hired by The Walt Disney Company to develop a Human Resource department for the entire Childcraft business. The business consisted of the above educational business plus four direct mail catalogs and retail outlet stores with locations in five states, doing over $160 million in total sales.
Sourced and hired an entire executive team.
Built the HR department, merging it into the Walt Disney Company policies and programs.
Negotiated several union agreements and successfully completed a labor relations program that resulted in union membership decertifying in the fall of 1993.

January 1989 – January 1992 (3 years 1 month)

Successfully started this Human Resource consulting and training business. Developed and sold management training and human resource programs and systems to companies in the retail and mail order businesses. Client list included, The Limited Stores, Barnes & Noble Bookstores, J. Crew Inc. and The Disney Stores.

Public Company; 10,001+ employees; TLB; Retail industry

January 1986 – January 1989 (3 years 1 month)

January 1983 – January 1986 (3 years 1 month)

January 1970 – January 1983 (13 years 1 month)

January 1966 – January 1970 (4 years 1 month)