Quentin Misenheimer

Quentin Misenheimer is an HR executive with extensive domestic and global experience in organizational design, change management and training and development. He focuses on optimizing productivity and achieving organizational objectives through innovative solutions that improve productivity and efficiency.

Building Relationships through Collaborative Leadership

Misenheimer views HR as a customer service function focused on serving leaders and teammates. He prioritizes building positive relationships with peers, understanding challenges from their perspective, and finding ways to help them overcome those to deliver sustainable results.

The executive leadership at Garlock CP prioritizes regular in-person meetings as the team operates remotely across different locations. Following the acquisition of C-P Flexible Packaging in October 2025, they held a three-day session with an executive coach to build relationships, understand priorities, and align on 2026 goals. The team also met on two other occasions, creating further opportunities to strengthen relationships and collaboration.

Beyond in-person sessions, the team maintains a consistent operating rhythm through a weekly check-in meeting, where the executive leadership reviews critical matters. A monthly staff meeting brings the broader team together, keeping everyone connected, consistent and reliable.

Strengthening Engagement through Communication

According to Misenheimer, visible leadership and frequent communication are essential to keep teammates engaged and aligned. At Garlock CP, the executive leadership regularly visits company locations and spends time with local leaders. At the same time, the CEO and other members of the executive leadership team visit every facility and lead shift meetings. He believes that consistent communication reduces uncertainty and prevents teammates from assuming the worst during a period of change.

Multiple communication channels, including break-room TV announcements, bulletin boards, department meetings and direct conversations, keep employees informed. HR supports this by keeping communication frequent, accessible and two-way, strengthening engagement and trust.

Creating a Unified HR Structure

Following the acquisition, Garlock CP has made integration a key priority. Misenheimer is creating a unified approach by integrating HR and payroll systems and benefits programs. The company has consolidated the two 401 (k) plans onto a single platform and will ultimately transition into one plan starting January 1, 2027. Simultaneously, the company is transitioning various self-insured and fully insured benefits to a single core self-insured program, also starting January 1, 2027.

The company’s goal is to complete significant HR integration across systems, benefits and retirement plans within 14 months of the acquisition. This will create a unified HR structure and consistency that can support future growth.

Aligning People and Culture

From a people perspective, the Garlock CP HR team is working to build a unified culture. HR and marketing jointly reviewed the two companies’ mission, vision and values. After assessing them against the current strategy, the team developed an updated framework with five core values. These are now incorporated into performance reviews to ensure all teammates align with the company’s values.

The company also emphasizes clear communication. Garlock CP leaders are expected to explain to their teams what is changing, why the changes are necessary and how teammates and the organization will benefit. The company also assesses talent to ensure employees have the capabilities needed to succeed while aligning with the desired culture. While valuing the talent it has inherited and developed, Garlock CP leaders recognize that difficult personnel changes are necessary, as cultural misalignment can become counterproductive.

Advice for HR Leaders

According to Misenheimer, learning the business and building relationships are critical when bringing multiple businesses together. Understanding what the business does and how it operates provides the context of the situation. He also emphasizes that it is essential to build positive, collaborative relationships. In a merger or acquisition, leaders from different companies, along with newly hired executives, must come together as one team.

In HR, this means understanding peers’ perspectives, needs and pain points, helping them overcome challenges, delivering results and serving effectively. This approach builds credibility, strengthens relationships, and lays the foundation for everything that follows.