Lisa Bomrad

Fractional and interim CHRO, transition and carve-out support, and advisory for private equity firms and their portfolio companies. Three of the carve-outs:

Healthcare software, Chicago, backed by Mercato Partners and Bain. The first people leader for the company.

• Grew headcount 57 percent in a year across product, technology, sales and customer success.
• Built the first policies, handbook, compensation practices and compliance training.
• Rebuilt the pre-boarding and onboarding experience for new hires.
• Rebuilt performance management around development and coaching for growth.

Health technology for family caregiving, backed by 7wire Ventures.

• Built the talent acquisition process and systems to grow sales, marketing and technology.
• Established performance management, the compensation structure and the onboarding program.
• Developed a total rewards program to attract and keep people.
• Ran several reductions in force when the business did not grow as expected.

Fresh food through smart vending machines, venture backed. The first HR leader for the company.

• Brought HR in-house from an outsourced provider and built the team, processes and systems.
• Saved over $850,000 in agency fees by bringing recruiting in-house.
• Grew headcount 65 percent in eight months, including 60 percent in the technology team.
• Helped open the Northeast business: staffing, onboarding, training and local compliance.

Meal kits, backed by L Catterton and sold to Kroger in 2018. Growth ran 900 percent in 2016 and 150 percent in 2017.

• Automated the manual parts of hourly recruiting: over 1,000 associates hired in 2017 and over 1,500 in 2018.
• Moved the company off its PEO to better benefits and lower cost.
• Ran the selection and implementation of the applicant tracking, performance and HRIS systems.
• Launched a leadership series for first-time managers. Turnover, absenteeism and safety issues fell significantly.

HR consulting for large organizations in change: Cushman & Wakefield, AbbVie and GEA.

• Supported AbbVie through a global IT restructuring and its move to shared services.
• Designed the career path for AbbVie IT: role expectations, a competency model and paths to move.
• Provided interim HR leadership and helped GEA transition to a shared services model.
• Worked on the integration of DTZ and Cushman & Wakefield.

An $8 billion distributor to McDonald's, part of Reyes Holdings: 26 distribution centers across the US and Canada and 4,400 employees.

• Designed a management trainee program: training, coaching and a defined career path for graduates.
• Built a succession planning tool to rebuild bench strength after an acquisition drained it.
• Worked with the labor relations team on contract negotiations.

A $500 million Berkshire Hathaway company selling kitchen tools across North America, Latin America and Europe.

• Led the first company-wide restructuring. No claims were filed.
• Steadied the IT organization with the COO after the CIO left.
• Reviewed technology pay against the market to hold the key roles.
• Launched a wellness program to improve health and cut claim costs.

A $300 million network of private college preparatory schools on four continents, owned by Sterling Partners.

• Led the human capital due diligence and the integration work on acquisitions.
• Saved $2.8 million merging eight 401(k) plans into one.
• Redesigned the medical plans, consolidated the carriers and standardized payroll.
• Implemented the first HR and applicant tracking systems as the company moved off its PEO.

A $2.6 billion global publisher and direct marketer of books and gifts.

• Cut over $7 million of cost from a turnaround business unit.
• Staffed a start-up retail business: 20 stores open in four months, $7.2 million in new revenue.
• Cut the number of bonus plans from over 20 to three and set one salary structure.
• Closed a business unit at its sale: the communication, the separations and placing people locally.

An $11 billion managed services company with 240,000 employees in 18 countries.

• Built the HR function for a carve-out division of about $100 million in revenue and 200 units in the US and Canada. The division grew to $300 million.
• Integrated people from three cultures and 11 regions into the new division.
• As Regional HR Director, Healthcare, 1999 to 2003: cut time to fill and the vacancy ratio by 50 percent and new-hire turnover by 40 percent.
• Integrated 58 locations from an acquisition into the region.

A $22 billion global healthcare company with about 65,000 employees.