Mr. Meyer was part of a core executive team that led a strategic business transformation resulting in the transition from family-owned/operated to family-owned, non-family managed. In the process, five distinct business units to were realigned to 3, the shared services of HR, IT, Brand Strategy and Communications were consolidated into a Corporate Services model, and new executive leadership was brought on, all while maintaining and evolving the defining culture that drove the business success for 50+ years;
Engaged by a family-owned real estate development company to lead an initiative to professionalize the overall operations and governance, transition leadership to a non-family CEO, and commence the 3rd generation development in preparation for assuming shareholder status;
In conjunction with a family enterprise’s implementation of a new governance structure including a more independent Board of Directors, Mr. Meyer formulated the originating mandate of the Compensation Committee. He subsequently was appointed as Secretary of the Committee, which provided oversight to all aspects of the Executive Compensation and Development Short and Long-term Incentive Plans, Annual Balanced Scorecard review and approval, CEO Transition and Director Succession;
Mr. Meyer assisted in the organizational design and implementation for a Family Office, including resourcing model and role profiles, CEO recruitment, selection, and orientation, as well as transitioning family enterprise staff over to the family office;
For several different organizations, Mr. Meyer re-built core HR infrastructures from purely reactive transactional processing units to robust and experienced HR service delivery models. These models featured various structures including HR business partners embedded in each business unit supported by a Talent Acquisition team, and centralized HR Operations for foundational services such as Compensation and Benefits, organizational development and labour relations. The result was improved and expanded service levels and accessibility;
Mr. Meyer initiated a series of programs that brought focus to the relationship between leadership excellence, employee engagement, customer satisfaction and business results. These programs included a biennial Employee Engagement survey, an employee development curriculum with associated career development maps, a leadership development program based on defined leadership competencies, and a 360 feedback program at the executive and senior management levels to both assess and develop leadership skills;
In connecting executive focus to family and shareholder expectations, Mr. Meyer has on several occasions rebuilt overall compensation frameworks to include:
market-based salary structures;
Employee Bonus Programs that created an incentive program for all non-bonused employees based on objectives tied to operational performance and customer service;
Senior Executive Long-term Incentive Plans that aligned executive incentive compensation with the shareholder’s long-term expectations on Return on Equity.
Revised senior management balanced scorecard structures to refocus objectives from purely financial to a range of metrics that include financial, business growth, operational efficiencies, customer satisfaction, leadership excellence, employee engagement and top talent retention.
Mr. Meyer has worked through many business cycles in different industries, leading the responsive HR strategies for companies that both grew by over 60% in 12 months, and contracted by up to 40% over 18 months.
Mr. Meyer has partnered with companies across diverse industry sectors to develop the necessary HR Strategy in response to the results of HR Audits and Employee Engagement Surveys.
Mr. Meyer has also worked within the non-profit sector, having completed a number of engagements, including an organization review for a non-profit medical foundation, providing recommendations on structure, strategy, and strategic direction at the Board and operations level.
