I have worked as a senior level executive with more than 20 years of quantifiable success in the healthcare industry. I am a strategic partner who achieves business results while maintaining employee respect and dignity. I have helped usher in organizational transformation and fulfill organizational goals. I am the co-author of “HR and the New Hispanic Workforce”, a book co-published by the Society for Human Resources Management (SHRM).

Vice President Human Resources, Winston-Salem Market @ Provide leadership for a team professionals to provide human resources support for a business market comprised of almost 10,000 employees. Work collaboratively with executives as an internal consultant to improve and maximize workplace performance to meet corporate and business objectives. • Led organizational restructuring to optimize HR Service Delivery. Implemented a performance consulting framework for HR business partners. Developed standard business partner tools, adoption tracking tool to ensure alignment of work, return on investment methodology. • Led project to implement a new employee survey for the company. Created the “voice of the employee” strategy to focus on retention and team member engagement. • Successfully centralized local staffing offices for 8 acute care facilities into one centralized staffing office. Realized savings of 800K in the first year. Developed ongoing total cost of ownership scorecard. • Led a project to reduce registered nurse turnover of 41% for at risk group with 0-2 years of service. Average direct cost of turnover is $34k per registered nurse which is about 3M annualized. At the end of a year the targeted departments experienced a decrease in turnover to 16% or an annualized reduction in direct costs of a little over 1M. • Developed and executed a staffing plan for a newly constructed acute care facility. • Developed a staffing analysis tool and deployed to all 13 acute care facilities. Using real-time pay data from each department, the tool calculates the projected number of work hours needed and total available hours to meet department needs. • Inspired and led a project will work to shift select leaders’ focus onto spending more time on talent management, thereby improving team member engagement, and experience an improvement in operational performance. Achieved goals to increase time spent on talent development to 70% and Improve employee satisfaction with talent development by 5% over the team member survey. From June 2009 to Present (6 years 7 months) Consultant @ Provide human resources consulting support and direction for small companies to align human resource objectives with organizational priorities. Services include: • Employee retention • Compensation plan design and implementation • Performance management • HR function audits and policy review • Employee climate surveys • Workforce planning • Investigations of harassment/misconduct From May 2006 to May 2009 (3 years 1 month) Assistant Vice President Human Resources @ Led an HR team of 25 professionals located at multiple facilities that provided HR services and acted as the business units’ strategic partners. Collaborated with senior executives as a member of the senior operations group and spearheaded strategies to optimize talent acquisition, retention, communication, performance and engagement as evidenced by a retention rate 5% above industry norm. • Helped create an environment that allowed company to win coveted Fortune Magazine 100 “Best Companies to Work For” and Working Mother Magazine “100 Best Companies For Working Mothers” awards. • Managed the Gallup employee engagement survey (Q12) and maintained scores at the 85th percentile. • Successfully deployed the Human Resources site business model, with HR Directors at each of the major company locations, resulting in proper balance of local needs and corporate oversight and improved communication, interaction and productivity. • Created comprehensive onboarding process, including mentoring, evaluation, and HR support reducing 6 month turnover by 50%. • Created policies and programs to support a union-free workplace, including employee advisory groups that improved two-way communication and credibility of organization leadership. • Reduced EEOC complaints to less than .1% and unemployment claims by 42% over 4 years by adopting an employee relations philosophy that ensured fair treatment of all employees. • Led Human Resources in the merger of five hospitals. Consolidated HR programs, policies and payroll systems to align business units with corporate strategy and goals. • Created and implemented an HRIT department including a technology master plan and deployed systems and process re-engineering resulting in greater efficiency. • Experienced a 68% ROI through fewer errors and improved timeliness by implementing automated merit, job requisition and applicant tracking system. • Outsourced verifications of employment resulting in a 200% return on investment. From January 2001 to May 2006 (5 years 5 months) Corporate Director Compensation and Benefits @ Managed the corporate compensation and benefits department; designed compensation and benefits programs to attract and retain employees. • Implemented a methodology for annual market review of wages, quarterly “hot job” market survey and internal job analysis to ensure competitive position. • Completed a thorough review of non-management compensation practices and philosophy using feedback from focus groups and made recommendations to executive leadership. • Eliminated and consolidated pay plans resulting in a $380,000 annualized savings. • Established a quarterly incentive plan to reward employees for exceptional patient satisfaction survey scores to align behaviors with desired strategic goals. • Facilitated an organization-wide compensation committee to provide consultation to Human Resources on non-management compensation matters, and to facilitate communication to increase understanding of the compensation program. • Negotiated post-merger consolidation and implementation of compensation programs for four hospitals, gaining buy-in and acceptance from managers and staff From January 1996 to January 2001 (5 years 1 month) Manager Compensation @ Managed the compensation function that included planning, developing and implementing compensation strategy, programs, policies, procedures. From January 1995 to January 1996 (1 year 1 month) Supervisor Compensation @ Oversaw the daily operation of the compensation department. From April 1992 to January 1995 (2 years 10 months)

M.B.A., Business @ Nova Southeastern University From 1995 to 1997 B.A., Ecomonics and Business Administration @ University of Miami From 1983 to 1987 Vaso Perimenis Ekstein, SPHR, M.B.A., SHRBP is skilled in: Human Resources, Workforce Planning, Talent Management, Succession Planning, Leadership Development, Employee Engagement, Employee Relations, Change Management, Organizational Development, Performance Management, Onboarding, Talent Acquisition, Healthcare, Recruiting, Cultural Transformation