To download Total Rewards profile, click here.

To download Compensation and Benefits profile, click here.

To download Compensation profile, click here.

(Download) How to Determine Salary Placement

(Download) How to Write Job Standards

DPS-HR.com, an intranet inventory of all company jobs descriptions, salary schedules and related data.

JeppJobs.com, an intranet inventory of all company jobs descriptions, salary schedules and related data.

FAMC-HR.com, an intranet inventory of all company jobs descriptions, salary schedules and related data.

Note: When provided with an interview, I will freely discuss the strategy/philosophy associated with the exhibit at right.

• Directed and managed major compensation programs, including organizational development/change management, job evaluation (Hay, FES, ranking, slotting, forced distribution, cluster, job pricing, etc.), salary surveys (local, regional, national, international), equity analysis, executive compensation, variable sales incentive plan design, legal compliance (FLSA, etc.), and pay for performance systems.

• Guided executive management on organizational development and how to achieve strategic business outcomes through the integration of compensation philosophy, position management and job design.

• Managed employee compensation programs ranging from less than $1 million to $507 million in salary expenditures. Directly managed merit reviews and subsequent salary approvals for over 20,000 employees.

• Identified and corrected thousands of salary inequities, such as: City of Dallas; Denver Public Schools; Boeing/Jeppesen; Greater Omaha Chamber

• Designed/developed/administered a wide variety of performance based merit systems in both public and private sector environments, profit and non-profit, union and non-union. For example:

• Developed total compensation programs and, when appropriate, worked constructively with brokers and actuaries.

• Managed HR information systems, including desktop PC data base systems; wrote RFPs and evaluated HRIS vendors; lead the research, coordination, implementation and conversions from internally designed (IBM mainframe) HRIS to proprietary HRIS (JDEdwards, Lawson) running on an AS/400; self-acquired knowledge of PeopleSoft, ADP and other HRIS.

• Performed payroll administration through J.D.Edwards (HR Certification), Lawson (HR Certification), Great Plains, ADP, and other proprietary HRIS.

• Wrote four salary administration manuals, for four different employers. All manuals are available for review upon request.

• Consistently directed and managed staff, and counseled and trained management to think "outside of the box" in the delivery of compensation and reward systems.

Throughout my entire HR career, I've designed thousands of salary schedules with every imaginable twist in anticipation of or in response to a constantly changing compensatory environment. Directly responsible for the design (including desktop publishing) and communication of all compensation related information via memorandum, manuals, brochures, administrative directives, Internet (including HTML design), and both formal and informal presentations before staff, senior management and executive boards.

Reynos Consulting:

2026 - Teacher compensation at Erie Public Schools: Teachers have "less value" the longer they work and as they acquire more educational hours and degrees. Performance is NOT relevant to compensation. Click image below to enlarge; to review data, click here.

Administrator compensation at Erie Public Schools:

(1) Salary range spread is only 40%, much less than the well-established, more market competitive and "usual and customary" market standard of 60% to 65%;

(2) In the wake of the early 1980s Wage and Price Control Guideline, EPS failed to create a separate schedules for IT staff, which directly limited recruitment and selection of qualified IT staff; plus, most importantly, by definition and function, IT staff are NOT academicians, and should not be compensated via the Administrator Salary Schedule;

(3) By definition and function, an athletics director is not an academician (immediately responsible for implementing and teaching curriculum), but primarily: (a) directs an athletic department, including budgeting, fundraising, personnel management; (b) ensuring compliance with high school league rules and regulations; (c) hiring and supervision of coaches and other athletic staff; (d) ensuring that all team members adhere to appropriate ethical and safety standards; (e) development and implementation of training and conditioning programs for student-athletes; (f) scheduling of games and competitions; (g) building relationships with alumni, boosters, and other key stakeholders; (h) securing funding for the program through donations and other means. View data below, or to review data, click here.

2025 - Pay comparisons in executive compensation at "Child Placement Providers" authorized by Nebraska's Department of Health and Human Services. Click image below to enlarge; to review data, click here.

Source: IRS Form 990 for designted non-profits

2024 - Teacher compensation at Denver Public Schools. Teachers have "less value" the longer they work and as they acquire more educational hours and degrees.

CLICK ABOVE IMAGE TO ENLARGE

CLICK ABOVE IMAGE TO ENLARGE

2023 - Greater Omaha Chamber of Commerce

Between 1978 and 2019 CEO compensation has grown 940% while typical worker compensation has risen by only 12% during this same time, which is often perceived as obscene by many members of the "rank and file." In January 2023 a local multimedia client engaged me to review highly paid executive compensation particular to non-profits in metro Omaha. As validated by research from the Bureau of Labor Statistics (below), the average compensation for Chief Executive Officers in Omaha-Council Bluffs is $239,610. Therefore, one might "assume" compensation paid to the CEO of the Greater Omaha Chamber of Commerce is comparable, right?

As validated by the Greater Omaha Chamber's IRS Form 990 (below), in 2019, compensation paid to the Chambers' Chief Executive Officer, David Brown, was 239% greater than the average annual compensation paid to CEOs in 2021 for metro Omaha-Council Bluffs? That's right, $812,171 versus $239,610. Is membership in the Greater Omaha Chamber truly a valid "benefit," providing return on the investment (ROI) for its members, or is the Chamber's CEO the biggest beneficiary?

Given that many CEOs who are members of the Greater Omaha Chamber hold positions with considerably more employees, greater complexity of workforce dynamics (technology, healthcare, agriculture, manufacturing, etc.), greater span of control (public/private sector, profit/non-profit, union/non-union, multi-site/multi-state, and international environments), greater risk from potential work related hazards, greater diversity of work conditions, etc., why does the Chamber compensate its CEO 239% greater than the average annual compensation paid to CEOs in 2021 for metro Omaha-Council Bluffs? Consider the following snapshot:

Company	CEO	W2	Other Comp	Total	# Employees	Source	Year
Greater Omaha Chamber	David Brown	$711,308	100,863	$812,171	46	IRS Form 990	2019
Nebraska Humane Society	Nancy Hintz	192,255	0	192,255	240	IRS Form 990	2019
Nebraska Medicine	James Linder	1,423,430	29,084	1,452,514	8,000	IRS Form 990	2020
Nebraska Methodist College	Jeffrey Francis	547,699	120,992	668,691	397	IRS Form 990	2019

The above exhibit has absolutely nothing to do with playing the "race card," because, clearly, the "Business Card" is being played with the above assessment. When talking about "business," for both for-profit and non-profit employers, how employers spend (invest) their money is measured as ROI, which ultimately is about performance. With regard to "performance," I've personally reviewed and/or approved 443,810 performance evaluations; I wield extremely robust subject matter expertise in this space (public/private sector, profit/non-profit, union/non-union, multi-site/multi-state, and international environments, which includes aerospace, public education, financial services, health care, gaming, IT, retail, manufacturing, municipal government, property/casualty insurance, broadcasting, and HR Consulting). Accordingly, my assessment of the Chamber's underperformance is consistent with my expertise evaluating the performance of employees, employers, and industries in my role directing all aspects of human capital management, including recruitment, compensation (including executive pay), organizational development, heatlh benefits, etc.

The Chamber's failure to provide a measurable ROI to its members should not be confined to the Chamber's staff, but include its Executive Committee, because they allow the underperformance. Frankly, no business should consider joining the Chamber or renew its membership unless the Chamber provides actual evidence membership will provide a measurable and immediate ROI. Note the following exhibit:

In summary, the "mission" of the Greater Omaha Chamber is to increase business "commerce," employment and investment. Equally important, if the Chamber is going to achieve its "mission," shouldn't it be aware of the financial health of its members?

At Jeppesen / Boeing:

PROBLEM: No delivery system for the communication and distribution of compensation information.
What did I deliver: Designed and installed JeppJobs.com, an intranet for subsidiary compensation services (Jeppesen) that's 8 times more efficient than a similar site managed by the parent corporation (Boeing); and conducted training seminars for staff and management on compensation.

PROBLEM: An inefficient sales and marketing function.
What did I deliver: Identified major deficiencies in corporate-wide sales, marketing, and product management strategies; wrote a white-paper to prompt the evolution of product management and sales practices, and the reengineering of related compensation for product managers; wrote and implemented Sales Incentive Plans for both U.S. domestic and international sales staff; and created new career series for product managers.

PROBLEM: An inequitably designed performance management system.
What did I deliver: Identified major deficiencies in U.S. domestic performance management system - which were not captured by Boeing Corporate - that compressed the performance of minorities versus providing corresponding increases in the performance evaluations and compensation of non-minorities; and conducted training seminars on performance management:

• 91.22% of all "Moderately Effective" (below standard) ratings were attached to Black and Hispanic employees - although Black and Hispanic employees constitute only 11.7% of Jeppesen's U.S. based workforce.

• 60% of all "Moderately Effective" (below standard) performance evaluations were attached to Black employees - although Black employees constitute only 3.43% of Jeppesen's U.S. based workforce.

PROBLEM: Recruitment Reps created internal salary inequities by establishing starting salaries for new hires significantly greater than the existing compensatory value of the work, including work performed by employees rated as excellent (4.0) or outstanding (5.0).
What did I deliver: Designed a "Job Offer Tool" that established specific guidelines for all new hires, promotions, etc., and trained management on its use. To review, please click here.

PROBLEM: An outdated IT salary schedule.
What did I deliver: Conducted a major compensation analysis which included 200 job audits, 10 salary surveys; restructured the corporate IT function, and established position equity. To download PowerPoint Presentation, please click here.

	At left, an outdated, below market IT salary schedule. To download PowerPoint Presentation, please click here.	What exactly are you paying for? Click image below to review seminar brochure. Employee compensation should never be guesswork!
	At left, an inequitably designed IT salary schedule. To download PowerPoint Presentation, please click here.
	At left, an equitably designed IT salary schedule. To download PowerPoint Presentation, please click here.

At the City of Dallas:

Across-the-board annual merit increases for department directors and senior staff did not reconciled with the established merit matrix. The overwhelming majority of department directors and senior managers were being over-rated or over-compensated, or under-rated and under-compensated. This inequitable practice was discontinued after I reported the graph below to my immediate management. If performance ratings reconciled with merit increases there would not be two-(2) separate lines below.

"...Enclosed in the proposed personnel reorganization of Reunion Arena. This is the result of many hours of working with the Personnel Department over the last 8 months. Individuals with the Personnel Department who have assisted in this effort are Dr. Troy Coleman, Joe Tillotson, Albert Chew, Bill Underhill, Melinda Crayton, and especially Trip Reynolds." Will Caudell, General Manager, Reunion Arena

At Denver Public Schools:

Specific example: At Denver Public Schools: Compensation of IT staff was below market, with turnover of "critical need" positions above accepted norms, which resulted in expensive outsourcing. For example, high-end technical programming was outsourced to vendors at $200,000 instead of hiring staff at $90,000+ because: (a) the upper limit for any IT position was less than $80,000; and (b) despite the fact that market validated compensation of a C++ programmer higher than a high school principal, it was an unwritten DPS policy that absolutely no "staff" position would be compensated higher than the maximum of a high school principle. Additionally, all IT positions were blended into one global salary schedule also shared by non-IT positions that compressed IT compensation even more.

What did I deliver: Conceived, designed, proposed, and implemented an original salary schedule dedicated for IT positions, which contained an acceleration feature indexed to market (this had not been done previously). Plus, the new IT schedule contained an aggressive pay-for-performance component (also new). Notably, a dedicated IT salary schedule could have been created back in late 1970s but, unfortunately, neither senior management in HR or in the IT department had any knowledge of President Carter's wage and price control guidelines [due to the oil embargo/inflation] from the 1970s, which capped salaries on all industries except IT and engineering. Appropriately, in 1999, I used my knowledge of the volatile nature of IT compensation from the late 1970s to guide senior management and staffs in the design, scope, and implementation of an updated strategy for compensating IT staff.

	Action Taken - I researched the entire scope of all IT positions, both those based in the IT Department and those based in schools and other operating departments. Next, I submitted a position paper to senior management with constructive and critical analysis on the future of IT compensation, including budgetary impact, market analysis, and position equity. During executive management meetings on this issue I presented my analysis and actively pursued motivating management to adopt an original compensation strategy for IT positions, which I conceived and designed.
	Outcome - Initially, the unwritten DPS policy that prohibited any "staff" position from being compensated higher than the maximum of a high school principle was a roadblock to creating a robust, very competitive IT salary schedule. However, I consistently provided the executive management team and the Board of Education with objective data on how this political roadblock compromised internal and external position equity. Consequently, by the end of year two of implementation, this roadblock was eliminated by the Board of Education, and I expanded the schedule maximum to over $105,000. In summary, with few exceptions, expensive outsourcing of IT work was eliminated, and employee turnover in IT positions became negligible. An overview of the salary schedule is presented below. To review/download the actual salary schedule, please click here.

• Worked with Hay, DeLoitte, A. Anderson and other major consulting firms and, most importantly, routinely cleaned-up their mistakes! Identified deficiencies in the performance of HR consultants; candidly and persuasively counseled senior management.

• Consolidated forty-two (42) separate salary schedules into one (1) salary schedule with no cost impact.

• Conceived, presented and facilitated an original proposal which was approved by the DPS Board of Education for negotiation to the classroom teachers bargaining unit which (1) increased teacher pay, (2) placed teachers in a much more competitive position in the market, (3) eliminated the salary cap for 48% of employees who had reached their salary grade ceilings, (4) had $0 cost of implementation, and (5) upon agreement, saved the district more than $4.5 million dollars over a period of five years! [My original proposal would have saved nearly $7.5 million.]. Also, designed a proprietary point-factor job evaluation system that for the first time, empowered one of the District's nine bargaining units to be 100% in complete control of the design, evaluation, and compensation of all membership positions [To review/download actual work product, see "Employee/Labor Relations" below].

Specific example: At Denver Public Schools: An outdated mainframe housed an outdated HRIS, and other IT systems housed on different platforms, were also compromised. Notably, desktop PCs were also being used to store and process HR data that exceeded the storage capacity of the mainframes.

"It is a pleasure for me to write a letter recommending Trip Reynolds. Mr. Reynolds has an extensive knowledge of human resources and continuously seeks to expand his knowledge and problem solving/managerial skills. He has demonstrated ability to clearly articulate complex issues and presents information with confidence. Trip has analyzed the salary structures of all employee groups, identified inequities, and made recommendations for improving our "way of doing business."
Irv Moskowitz, Superintendent, Denver Public Schools

At National Jewish Center:

Specific example: An outdated mainframe housed an outdated HRIS, and other IT systems housed on different platforms, were also compromised.