Caitlin Weiser, aPHR



Rocky Mountain College of Art and Design- BA, K-12 Education


Human Resources Certification Institute – Associate Professional in Human Resources (aPHR)

Caitlin intentionally pivoted to Human Resources consulting after ten years of managing multiple high-volume retail stores on the East and West coasts. With her proven success in building teams from the ground up to improve underperforming stores, Caitlin is ready to support the firm’s clients in all aspects of employee relations, culture building, performance management, and change implementation.

During her tenure as a retail manager, Caitlin directly managed teams of 20 employees, onboarded and mentored new store managers, designed and facilitated employee training, and oversaw the recruitment  of employees across all levels of the organization. Being no stranger to a rapid and ever-changing environment, Caitlin isn’t afraid to dig deep and make strategic changes to increase employee engagement, promote leadership development, and create action plans to help business leaders get the most from their workforce.

Outside of work, you can find Caitlin in the gym training for her next powerlifting meet, grabbing a bagel on her way to the beach, or being stuck on the couch until her cats decide she can move again and get off her lap.

Selected Project Roles:

Change Management:

Took over a continually underperforming store in a high traffic tourist area. Evaluated staff strengths/weaknesses, observed clientele patterns, and created an action plan to increase the store’s profitability and staff culture. Set clear expectations and regulations around each employee classification to improve equity among staff members. Recruited and hired eight new employees and promoted four current employees into leadership roles to support staffing needs. Designed and facilitated training and development plans for each staff member, provided consistent coaching and feedback, tracked performance, and conducted monthly performance reviews to assess progress. Received Top LFL Holiday Sales award two years in a row after nine months in the role while maintaining an employee retention rate of 95%.

Leadership Development:

Hosted ten newly promoted managers and external managers in house to deliver a two week long training and onboarding curriculum. Was the first point of contact outside of the recruiting process; integrating new managers into the business and providing in-depth training around leadership, coaching, technology operations, financials, inventory, staff development, succession planning, as well as brand, product, and company culture training. Provided continuous support for managers by providing weekly one on one calls, hosting virtual trainings, and providing weekly market communication emails.

The Results

Construction and Contracting

A commercial roofing contractor was in hyper growth mode. They had goals to increase their field workforce to expand their service area to additional states and geographical locations. If they were to grow their field workforce, they would also need to increase their administrative, operational and sales headcount to support the additional workload created by increased field work. Additionally, they were challenged in workforce retention and development, experiencing high turnover, and did not have a dedicated Human Resources professional to manage employee relations and compliance issues that come with trying to scale a business.

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