Lysander Quenby-Ofori

Lead 85-person HR function supporting 9,400 employees across 22 plants; report to CEO and Board Compensation Committee. Redesigned HR operating model into COEs + HRBP + shared services, reducing HR cost per employee 18% while lifting engagement scores from 62 to 78. Cut regretted attrition 31% in two years through frontline career ladders, pay-band reset, and manager coaching program for 640 supervisors. Directed people integration for two acquisitions (2,100 employees), harmonizing benefits and HRIS within 9 months with 96% key-talent retention. Launched Workday HCM and skills-based talent marketplace; filled 42% of leadership roles internally.

Led HR for 6 hospitals and 40 clinics (7,200 staff); built nurse retention strategy that reduced RN turnover from 21% to 13%. Negotiated three collective bargaining agreements covering 2,800 union employees with no work stoppages. Introduced self-funded benefits plan saving $11.4M over three years.

Built leadership pipeline and succession program for top 250 roles; bench strength rose from 38% to 71%. Designed performance management redesign adopted across 14 business units.