Zürich Metropolitan Area
I’ve spent more than 25 years working in Human Resources across industries, cultures, and business transformations. From manufacturing sites to global headquarters, and from Brazil to Switzerland, my focus has always been the same: helping organizations perform better through people. Throughout my career, I’ve worked across: • Talent and leadership development • Large-scale transformations and cultural integration • Global HR strategy and execution • Digital and process innovation in HR I’ve led initiatives impacting thousands of employees, including global talent strategies, leadership programs, and post-merger integrations. What I’ve learned along the way: There are no universal HR solutions. What works is what fits the context, the culture, and the business reality. I’m particularly interested in: – How organizations identify and grow talent – What makes transformations succeed (or fail) – How leadership behavior shapes culture I share thoughts and lessons from experience here on LinkedIn. Always open to exchanging perspectives with other professionals passionate about people and organizations.
Senior HR Business Partner to the Plasma Operating Unit Leadership Team, supporting a global organization of ~7,000 employees across 7 manufacturing sites. Advisor to CEO and senior leaders on organization design, leadership appointments, succession, and talent strategy. Key achievements: Defined and executed the global HR strategy aligned with business priorities and long‑term growth. Led global workforce planning, critical‑role definition, capability strategy, and human‑capital risk assessment. Drove succession planning and talent reviews for leadership and critical roles. Partnered with COEs on organization effectiveness, leadership development, DEI, and learning. Enabled a high‑performance culture aligned with corporate priorities.
Leading the development and implementation of Learning, Talent and Leadership strategies for a global organization of 17,000+ people in manufacturing, supply and quality. 5 direct reports. • Implemented a learning and talent CoE to support 34 manufacturing sites and global functions, leveraging synergies and scaling-up good practices in multiple geographies and languages. • Strategy design and implementation of a new performance management process, moving the organization to a "no ratings" approach over a period of 2 years. • Introduced a diverse and inclusive talent review process for senior roles covering 1'500 employees, built succession planning and development plans for 100 critical roles. • Built a leadership development framework with 4 different programs and in multiple languages, aligning concepts and equipping leaders at senior, middle and first management levels. • Definition of a learning strategy to support the digital transformation, building data and digital literacy in all the required levels. • Implementation and integration of two learning platforms (SAP Success Factors and EdCast) to support learning strategy and the creation of a lifelong learning culture. • Built a pipeline of young talents via a successful early talent program partnering with renowned universities in US. Program to be expanded to other locations to support business growth.
Reporting to CHRO and managing a team of Global Talent Partners in charge of all the aspects of Talent Management, Recruitment, Learning and HR Business Partnering at group level. • Implemented a new executive development program involving 200 top executives and 150 successors. • Lead the cultural transformation to a performance-driven, collaborative and market-oriented mindset organization. • Defined and implemented recruitment strategy with focus on C-suite roles building internal and external talent pipelines.
Reporting to the CEO and in charge of all aspects of the Human Resources, Communication and Sustainable Development functions. • Organizational restructuring after the merger between Lafarge and Holcim. Closure of operations in Kuala Lumpur, Madrid and Dubai. Set up of new offices in Miami and Singapore, works council negotiations for redundant employees, Internal/external hire of key people, alignment of structure and procedures and outsourcing of supporting functions to service centers. • Implementation of the new performance and succession management processes covering 100% of the organization. Calibration of talent (9 box approach), identification of successors and development actions definition. • Lead the cultural integration: transfer of employees from different locations and legacy companies (32 nationalities), promotion of gender diversity (equal pay, 44 % of female in the organization). • Employee engagement – two engagement surveys done in 2016 to measure and act on the most important organizational and collective topics. • Assessment of 100% of the commercial roles to identify and address core competencies. • Implementation of Health & Safety aspects for frequent travelers and office employees – medical consultation, identification of risk countries, vaccination, H&S committee and stand up meetings.
Responsible for the Top 150 population and successors of the Group. Global responsible for assessment tools and framework. • Assessment and development of 100% of the Top 150 executives in the organization. • Implementation of a new assessment tool for senior leaders with a total of 350 people evaluated. • Quality assurance and follow up on the individual development plans of the Top 150 executives. Talent calibration of incumbents and successors to senior roles with the executive committee members improving the talent pipeline from 0.2 to 0.7 ratio for ready now successors. • Re-shape of the internal transfer-process creating more cross-regional and cross-functional moves (85% internal appointment ratio). • Selection of C-suite positions at global level with an average time to hire of 90 days. • Design talent management process to support the new HR structure as a result of the merger between Holcim and Lafarge. • HR Business partner supporting Waste Management, Sustainable Development and Health and Safety functions during the selection of their functional teams post-merger (51 positions).
HR generalist with strong focus in Learning and SAP/HRIS implementations. • Rotational experiences in Personal Administration, Benefits, People Development, Training and Recruitment functions. • Digitalized social benefits processes (e.g. employee’s retirement, lost time injury, absenteeism and pension) reducing execution time and eliminating errors. • Recruited, internally and externally SAP Team Members (80 people) to implement SAP business modules. • Coordinated and executed SAP-end users training (around 1000 users trained). • Implemented HR SAP for South Cone (Brazil, Argentina, Uruguay and Chile) • Designed and delivered training (international certified instructor) for leadership skills, company values, 360° feedback and business presentation.
Help desk and Technical Sales. Main responsibilities: • Hardware and software maintenance for home and company computers. • Technical sales and client support. • Network and internet setup for small to medium size businesses.