1. Mauro Calcano
mobile: 203.558.0708 ■ mauro@calcano.net
profile Bi-lingual HR leader rose through HR leadership roles of increasing scope in premier companies and
diverse industries with consumer products, pharmaceuticals, and food service ■ extensive
international experience ■ unique expertise in global talent development, acquisition, integration,
transformation and change management processes.
HR Specialist & Consultant, Calisa Associates 2009 to Present
HR firm that assist management with the primary goal of developing businesses with a competitive
market position and provides a range of partnerships to include HR services and operations
management. HR consultancy and advisory services to minority firm, with focus on process
improvement, operations, and HR strategy; organization analysis and design; executive recruiting;
management/technical staffing; development/training; succession planning; compensation;
employee relations; as well as HR M&A due diligence
experience TIMEX GROUP, Middlebury, CT 2005-2009
Privately held holding company with a portfolio of consumer products subsidiaries generating over
$800M in annual sales worldwide; the second largest watch manufacturer in the US and seventh
largest in the world; 5500 employees worldwide.
VP Human Resources & Business Partner
Recruited to transform HR during successful repositioning and turnaround of a mature global company
Reporting to CEO; lead HR and internal Communications function, with a staff of ten and a budget
of $5M.
■ Partnered with senior leadership to transform the business model from a product focus to a
segmented brand strategyled to improved US performance, from 73% to 98% of plan.
■ Led change initiatives, including readiness assessment and organization re-designto improve
management accountability across the enterprise.
■ Installed new communication and compensation plans—cut turnover 11% and improved morale.
■ Hired local management team in India for outsourcing IT and AP functionsenabled technology
outsourcing that saved $5M/year.
■ Right-sized manufacturing and reduced overall headcount and developed high performance
teams —cut expenses 25% by utilizing Kepnor-Tregoe’s problem identification and resolution.
■ Re-built and re-focused the HR organization, including implementation of HR Balanced
Scorecardreduced headcount by 25% by implementing HRIS (PeopleSoft) service deliverables.
■ Established dedicated Wal-Mart supply chain and key account management teams in Bentonville
 enhanced account relationship and grew revenue while reducing overall account staffing.
■ Implemented Talent Analysis Review & Assessment —to develop/retain top sales talent.
■ Created Office of Innovationto incubate/accelerate development of new products and e-business.
■ Built new regional management team—integrated internal/external recruiting to cut time-to-hire
from four months to two, while saving $250K in fees.
GOYA FOODS, Inc., Secaucus, NJ 2002-2004
Leader in Hispanic specialty foods, with sales of $1B and locations in the USA, the Caribbean,
Central America, and Mexico.
Director, Human Resources
Head of HR .Drove HR innovation and change critical to new go-to-market strategies. Led all HR;
supported 2000 employees in seven sites; directed 12 staff; reported to CEO and COO.
■ Created/won buy-in for new HR/people strategy and systems integrationcritical to improved
operational efficiency.

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GOYA FOODS, Inc., Secaucus, NJ
■ Established enterprise-level competency profile for key talentdefined technical, functional,
and leadership skills required to implement the company’s business strategy.
■ Launched intensive staffing initiative—hired 50+ proven sales and marketing managers.
■ Established executive/leadership development, succession planning, and high-potential
programsto take advantage of the rapidly expanding Hispanic talent pool.
Board Members, strongly opposed new mass channel initiative, wrestled control of the company
from CEO & COO and which were ousted from the organization; subsequently brought about
my departure and that of other senior team members,
Reference: Wall Street Journal article, March 24, 2004, A family fights over the future of Goya.
SARA LEE CORPORATION, New York, NY 1995-2002
$16B global provider of food, beverage, and consumer packaged goods.
Played key leadership role in successful integration of newly acquired businesses
VP, Human Resources, Consumer Brands Coffee Division 2000-2002
Led HR transformation for a $500M+ US unit formed by the acquisition of Chock Full O’Nuts and
Nestle’s North American coffee business; managed eight professional staff.
■ Developed/implemented KPI and CSF for restructuring strategy that reduced headcount by
30%.
■ Established on-site learning center/ GED program, for employees, families, and community
—reduced plant absenteeism from 6.75% to 2.1%; improved order fill rate from 89% to 99%.
■ Negotiated six plant closings (with no labor strife); integrated manufacturing into one site;
increased overall capacity by 50% while reducing cost by $10M/year of operational budget.
■ Lead the establishment of HR shared services for beverages division- consolidated saving
■ Sports Director, Hills Bros. Coffee – NASCAR
Sara Lee Coffee & Tea assets were acquired by Massimo Zanetii – Italy.
SARA LEE, Europe, Asia Pacific & Latin America, Utrecht and London
VP, Human Resources, Worldwide Direct Sales 1995-2000
Led HR for a $1B global Direct Sales business headquartered in Europe, with 10,000 employees
and over one million independent sales representatives; managed 20 in-country HR Directors.
Partnered with business leaders to improve performance across a highly diffused international
organization
■ Selected for P&L leadership roleserved in Manila for over one year as co-GM for Philippines.
■ Built the worldwide leadership teamstaffed over 50 key management and technical positions.
■ Established HR Best Practices at country levelupgraded management’s skill base/performance.
■ Created/implemented five-year management review and development planimproved
leadership and supervisor-level training in third world countries.
■ Negotiated country-by-country employment contractsenabled introduction of new technology,
work reclassification/training, and headcount reductions.
■ Introduced ‘best pay practices” and competency-based performance rewardsreduced overall
employee turnover by 20%; improved employee satisfaction in Asia by 50%.
Sara Lee Direct Sales assets were acquired by Tupperware Brands Corporation

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MARRIOTT CORPORATION ■ CATERAIR INTERNATIONAL, Bethesda, MD 1992-1995
VP, Human Resources Operations
Led HR in Latin America, Europe, and Australia for in-flight/industrial catering business with
21,000 employees in 22 countries and sales of $1B, spun-off from Marriott through LBO in 1993;
with additional accountability for Hispanic labor relations in U.S; directed 12 HR managers.
■ Negotiated master labor contracts in New York, London, Madrid, and Caracas.
CHIQUITA BRANDS INTERNATIONAL, Costa Rica 1989-1992
Director, Human Resources, Operations
Led HR for Division growing/harvesting/processing $4B fruit products: 20 countries; 30 HR staff.
.
■ Eliminated redundant functionsdrove accountability to lower levels of management.
■ Restructured HR organizationachieved $1M in savings.
■ Established management training/assessment centersimproved leadership at country level
BEECHAM PRODUCTS CORPORATION, New York, NY 1984-1989
UK-based pioneering pharmaceuticals company; merged with SmithKline Beckman in 1989.
Director, Human Resources, Americas Division
Led HR function for the $1B Americas Division plus Corporate headquarters. Reported to Chief
Executive Officer and served as an Operating director on the Beecham Executive Committee.
MERCK & COMPANY, INC., Rahway, NJ 1979-1984
Personnel Manager, Latin America
Managed HR in twelve Latin American subsidiaries; as Chief Spokesperson of the Management
Bargaining Team in Venezuela, negotiated two labor contracts, one involving a plant closing.
Early Career: Personnel role at General Foods de Venezuela
education B. A., Public & International Affairs, George Washington University,
Graduate Studies in Personnel Management – GWU College of General Studies
Languages: Spanish & English