Ty Hoath

Experience

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  Bunnings

  Jan 1994 - Jul 2001

  Operations Manager

  Bunnings is the leading retailer of home improvement and outdoor living products in Australia and New Zealand. Operating from a network of large warehouse stores, smaller format stores, trade centers and frame and truss sites, Bunnings caters for consumer and commercial customers. Individual store revenues approx. $41- $62 million. Number of Employees: 38-330Position: Nunawading Warehouse - $62M(AUD) Croydon Warehouse - $53M(AUD)Scoresby Warehouse - $43M(AUD)Mentone Warehouse - $41M(AUD)Dates: 1994 - 2001Responsibilities:Training and career development for 330 employees and members of management.Payroll and benefits administration, including variable compensation.Performance evaluation and review.Human Resources policy and procedures.Financial Accountability.Key Achievements:• Payroll supervision responsible for maintenance of BBS system and its delivery to 330 employees and 9 management members.• Manage the employment evaluation process for all 330 employees and delivered by Area Managers and review to ensure compliance with the variable compensation requirements by the Bargain Agreement.• Administer the employment, termination, disciplinary and grievance procedures and relevant documentation to comply with company procedure and federal law.• Career development responsibility through targeting suitable employees, conception, training and progressive meetings of employees on the “Trainee Program” developing staff employees to management level.• Responsible for change management during store acquisitions for 120 employees. Show less

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  Aspen Ski Co Ltd, Big White Ski Resort, Mt Hotham Ski Company

  Jul 2001 - Dec 2005

  Ski and Snowboard Instructor

  Responsibilities:Team Leader and Training MemberChildren’s Ski and Snowboard InstructorTraining Board Member.Highlights:• Training Board member concerned with; formulating all ski and snowboard training, evaluating Trainers and their ratification and recommending the strategic direction to management.• Co-ordinating orientation for 50 new employees and its delivery to all new employees.• Implementing training strategies for new and existing staff of 80 people.• Manage employee evaluation process for 22 team members.• 2001 Rookie of the Year.• 2002 Ski and Snowboard School Ski Pro of the Year. Show less

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  St. Regis Aspen Resort

  Dec 2005 - Mar 2008

  Director Human Resources / Manager Human Resources

  Responsibilities:Support the business in the Human Resources function by coordinating and leading the efforts of the human resources team in the day to day operation. Align the human resources function with the overall strategy of the hotel operation. Highlights:• Leader of The Year• Participating in the SHRM certification pilot• Various HR certifications.

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  Starwood Hotels & Resorts Worldwide, Inc.

  Jan 2009 - Dec 2016

  Starwood is a Fortune 500, $15B enterprise value NYSE-listed company and one of the largest hospitality companies in the world, with over 1300 properties in 100 countries; 190,000 employees; and revenues of over $6B luxury.As a leader in the Human Resources discipline my core responsibilities as a change agent and capability builder are creating, implementing, evaluating, and communicating complex HR/ Brand/ Legal and Service components of global initiatives. Strategy: – As executive leader for a company with $6B revenue and a 180K global headcount- define and shape the Ethics and Compliance values, programs, and align to HR L&D systems. Support the Ethics and Compliance projects within the Global HR/ L&D strategy to- improving change management, organizational effectiveness, project management, communication, and training processes corporate-wide. This also included drive the evolution of core branding and service delivery, rolling out evolved customer experience initiatives; improving brand messaging while measuring and growing hospitality KPI’s.Global Alignment:– Centralize all Ethics and Compliance to one global defined strategy to address; realization of company values; legal compliance (and legal defense), risk prevention, improved education and cost savings. Contribute to cost savings by centralizing Ethics and Compliance L&D and cost savings by rationalizing vendors. Enabling Technology:– Build Human Resources strategy as a subset of global L&D training spend, with cost efficient cutting-edge blended approach that integrates new technology including e-learning and virtual classrooms.Global Governance:– Develop governance structure to asses Ethics and Compliance training approval, development and measurement. Guide 6 employees. Steer alignment to stakeholders in Legal, IT, Finance, HR, Brands, and Development. Develop Human Resources SOP's for Global/Corporate/USA application. Show less Organizational Learning and Development oversight including property, corporate and discipline development, execution and measurement; provide consulting work with approximately 162 hotels in the American Division including the United States and Latin America to increase profitability through Service Culture and Brand credibility.Highlights:• Create Divisional Learning and Development strategy and deliverables for North American and Latin America Divisions.• Present to corporate conferences 4000+ attendees.• L&D brand liaison for The St. Regis and Luxury Collection, including all service components are unified to brand development to engage target market demographics. The St. Regis- 29 properties; The Luxury Collection- 76 properties.• In partnership with the Luxury Brands develop, implement and evaluate luxury specific education and training. • Directly responsible for supervision of training of 162 hotel properties (Owned, Managed and Franchise) of various brands and their training and development to attain all regional metrics (P&L, Guest Satisfaction, Brand Standards etc.)• Facilitate leadership modules aligned to competency model to property and above management teams to ensure service culture is implemented and driven at each company level. • Coach and serve as an on-site consultant to areas related to service culture initiatives and provide suggestions for improving service deficiencies with a focus on ‘collaboration’ per competency model.• Continually evaluate and analyse all service and brand related training programs to measure effectiveness and provide quantitative data to support efforts.• Participant in The Luxury Advisory Board (global advisory board for Global Customer Partnership Leisure & Luxury Sales) for Starwood Hotels and Resorts. Show less Responsibilities:Co-ordinate, plan and execute Starwood’s Human Resources operational systems, policies procedures for new builds and transitioning hotels. Whilst property based- a contributing member of the hotels Executive Committee to ensure corporate and legal compliance with respect to all Human Resources initiatives. Lead legal observance during the acquisition of the property.Highlights:• Overseeing the transition of the hotel from previous ownership group and branded hotel to a Starwood brand property.• Staff all property positions and remuneration.• Reduce health care costs and maintain coverage.• Training and development of all property based employees.• Implement all HR Systems.• Commence all Starwood HR metrics and deploy resources to improve these measures.• Off board any affected associates.• One property (Sheraton Denver) is the second largest property by number of rooms (1200) in the North American Division. Show less

  • Director Human Resources (Global Learning and Development; Corporate; Global Ethics & Compliance)

    Oct 2013 - Dec 2016

  • Director Human Resources (Organizational Capabilities) And Brand Liaison for The St Regis and Luxury

    Jul 2009 - Oct 2013

  • Director Human Resources (New Builds and Transitions)

    Jan 2009 - Dec 2009
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  Sbe Group

  Feb 2017 - Oct 2017

  Senior Director/ VP of Global Human Resources and Talent Management

  A senior member of the global, multi-site HR team for a leading lifestyle hospitality, entertainment, and real estate company with 9 global, award-winning brands across the U.S., Latin America, Europe, and the Middle East. Support 5+K employees, ensuring that future needs are met while delivering innovation on a grand scale.Integrated processes and culture to rebuilt all HR functions following the successful acquisition of boutique operator Morgans Hotel Group, with a combined portfolio of 22 hotels/129 venues and an enterprise value of $805M. Focused on entire organizational design component, creating a scalable company with a strong foundation to expand the global footprint and prepare for a substantial growth of pipeline in the next two years. Charged with evolving performance-centered culture, refining robust internal messaging around nine brands. Highlights: - Lead Change Management components procceses and culture in - Benefits Harmonization (including 401k and medical) of all US workforce into a three-year health and welfare brokerage agreement.- Organization redesign of corporate structure (100+ppl) to integrate incumbent business and acquired companies; and align structure to support growth.- Charged with evolving performance-centered culture, refining robust internal messaging around nine brands. - Policy rationalization and development.- Develop Talent Management training strategy aligned with core competency models and brand identity. Show less

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  Jackson Hole Mountain Resort

  Oct 2017 - now

  A key member of the Leadership Team, the Chief Human Resources is responsible for developing and executing all aspects of the human resources strategy in alignment with the overall business strategy. Responsible for culture and developing a positive employer brand.In addition to providing leadership to the HR function, responsible for the strategic human resources planning and execution across all areas, including; enterprise wide organizational talent design attraction and acquisition, talent development and engagement, rewards and recognition, performance management, compensation and benefits, HRIS administration, safety and environmental initiatives, and employer relations.Highlights: - Move the business from operational centric to a lifestyle branded business.- Redesigned the business organizational structure to more effectively align to business initiatives. Including implementing revenue management and guest service alignment to drive overall yield, and guest retention. Driving Revenue per FTE up over 10% YOY.- Compensation redesign to implement a wage band system to provide career engagement, including deploying $1M+ of wages and incentives.- Compensation redesign so as to link the employee competencies, career pathing and personally accountable and quantifiable business and personal results.- Modernize benefits management for cost containment and employee engagement.- Evolve internal employee and recruitment practices and branding to provide an industry competitive employee experience and internal marketing and engagement of careers. - Identify Career Framework and Learning and Development requirements for talent development, and the associated performance management and metrics.- Map the foundations so as to have the internal metrics correlated to business outputs and implement a HRIS that produces these needs in real time. Show less

  • Chief Administrative Officer (CAO), V.P. of Human Resources

    Aug 2021 - now

  • Vice President Human Resources

    Oct 2017 - now