Zurich, Zurich, Switzerland
I am a human resources and talent leader with more than 20 years experience imagining, designing and delivering people-focused programs in fast-paced, high-energy, global environments - first as a management consultant advising more than 30 different clients, and then internally as a strategic business partner.
- Currently leading the People function for the company's international business unit, comprising 450+ corporate employees in over twenty countries; managing HRBP teams in three offices (Switzerland, Singapore, Miami) delivering all human resources activities in the Europe/Middle East/Africa, Asia Pacific, and Latin America/Caribbean regions. - Member of international leadership team; serve as strategic advisor on people issues for global leadership, as well as three regional leadership teams. - Directed the design of a five-year organization design blueprint for the international business, outlining critical roles and capabilities to be activated in line with regional and global growth, as well as dependencies and implications for supporting functions. - In partnership with total rewards and talent management teams, creating a global mobility strategy for the international business aligned to career paths and functional skills. Defining a taxonomy for assignment types to rationalize expatriate terms and benefits for the future. - Oversaw people activities relating to the creation of new employment entities in three countries, positioning the company for FTE growth in key markets.
- Served as lead HR business partner for corporate teams supporting the company's three US-based brands; managed HRBP teams delivering end-to-end strategic and tactical HR support for 700+ employees. - Advised brand leadership teams on people strategies, organization design, workforce planning and skill development, focused largely on middle and senior levels of each organization. - Developed change management approach for the company's refreshed talent philosophy, which set guiding principles for activities across the employee lifecycle (recruitment, career development and progression, retention, engagement and rewards); facilitated rollout of the philosophy to employees in partnership with leadership teams in all key markets. - Supported development of functional skills frameworks for two core business functions (marketing and operations) and alignment to career paths and performance management frameworks.
- Directed the design of an executive competency model for a Fortune 100 technology company. Working with CEO and executive leadership team, aligned on the critical capabilities, behaviors and experiences needed to deliver the company's strategy, then shaped an index to be integrated with performance management and executive succession planning activities. - Led design of a unified career development framework for a rapidly scaling pre-IPO cryptocurrency exchange. Met with business and functional leaders to identify critical skills and capabilities needed to drive the company's growth goals; developed a core framework built around five skill areas. In tandem, created accompanying functional placemats to facilitate growth and advancement against technical skills. - Co-led design and execution of a talent strategy for a medical device manufacturer's first expansion outside the US, including hiring plans, development of a country-specific employment value proposition, identification of recruitment partners, and coordination with government bodies to promote the company's brand in the market. Partnered with PwC's Malaysia and Singapore entities to provide local expertise and global perspective to the client's HR leaders. - Acted as advisory lead for redesign of PwC's talent deployment function, aimed at promoting greater talent mobility and improving responsiveness to client needs. Met internal leaders in each of PwC's lines of service to understand challenges and opportunities in talent deployment, develop and socialize design principles, and develop a refreshed deployment experience and process. - Led the design, refinement and implementation of a competency-based performance management program for a newly spun-off technology company. Met with all VP- and director-level leaders to uncover critical knowledge, skills and behaviors; designed competency model and developed proficiency targets by level.
• Developed an organizational strategy for a large media provider aimed at centralizing recruiting operations. Built a business case identifying ~$4mm in savings to be realized from centralization, then worked with corporate and division‐level leadership to design the future‐state organization, including role descriptions, gap and impact analysis,decision rights, governance structure, hiring approach and transition planning • Conducted an assessment of talent management challenges for a large gaming and entertainment company, with focus on attraction and retention issues. Provided recommendations for short‐ and long‐term correction of talent challenges • Managed a review of the HR function for a category-leading financial services provider, including "voice of the customer" interviews with executives, aggregation of key themes and priorities, and development of a high-level roadmap, presented to the CEO, for transformation of the function • Planned and executed a thorough compliance review of talent acquisition processes at a major social network. Identified critical process redesign needs, documented requirements for enacting changes in applicant tracking technologies, and developed process enablers for use during rollout • Conducted a detailed assessment of payroll processes for a major communications and media client. Reviewed all payroll inputs, practices and systems and formulated recommendations for moving toward an optimized payroll delivery model. Provided perspective on outsourcing, improved vendor relationships, and organizational requirements to move to the desired future state
• Led redesign of talent acquisition processes for a large media client, including recruiting, onboarding and workforce planning. Collaborated with leaders from five business units to build an enterprise‐level common process and identify key change management and policy needs to ensure stability of operations. Partnered with technology implementation workstream to assure compatibilty of future‐state process with Taleo recruiting technology platform • Directed vendor selection activities for an HR enterprise resource platform (ERP) implementation. Met with HR functional leaders to define and gather business requirements and identify critical system needs and capabilities. Developed vendor demonstration scripts and facilitated demonstration workshops in partnership with representatives from four major ERP providers. Guided clientʹs HR leadership through the evaluation and selection process, including development of scoring methodologies, and worked to define short‑ and mid‑term considerations for implementation • Directed a recruiting process assessment for a category‐leading family services provider aimed at reducing turnover and ensuring uniform compliance across 180+ locations
• Designed a full‐cycle recruiting strategy for the companyʹs MBA development program, including sourcing model, global roles and responsibilities, and selection criteria; presented plan to Chief People Officer and HR leadership from five continents. Completed during a three-month period as part of an internship during business school
• Organized and led four‐ to six‐person campus teams in consultation with senior leadership. Managed strategic relationships with faculty and student groups to promote brand awareness, identify, recruit and retain top candidates (including 35% hiring increase from 2008‐2009) • Analyzed data regarding offers and yields to identify competitive trends in undergraduate and MBA markets. Developed strategies for addressing increased competition, used by HR leadership to determine hiring goals
• Worked with leaders in finance, engineering and strategy to determine hiring needs and develop career paths for more than 75 developmental program participants. Created a performance evaluation system based on the company’s core employee success factors