Zurich, Switzerland
Enterprise level innovative global thought leader: Experienced in managing rapid change. Authentic leader who forges trusting relationships across functions and borders sustaining compelling vision, while achieving successes. Diplomatic and credible business partner: Leads organization–wide strategies that generate significant opportunities for growth and profitability. Track record of developing integrated global services that effectively support regional cultures, diverse economies, and regulatory compliance. Transformational human capital solutions champion: Align highly diverse systems into a single synergized process that enhances overall profitability as well as retention and engagement of critical talent. :::PROFESSIONAL STRENGTHS::: - Strategic Development - Cross Cultural Competency - Build Trusting Relationships - Leadership Development - P&L / ROI Management - Budget Management - Growth & Profitability - Change Leadership - HR Strategy & Governance - Talent Management - Succession Planning - Labor & Employee Relations - Employee Engagement - Authenticity & Openness - Accountability
The NOMIS Foundation promotes and supports fundamental scientific research in the field of natural science that will ultimately benefit humanity and those individuals and communities who need it most. The purpose of the foundation is also to promote and support research in the field of the humanities and social sciences. The foundation operates worldwide.
Drive a global HR and talent strategy for the BioScience spin-off’s restructuring and cultural initiatives. Co-developed comprehensive business consolidation and technology integration strategies that kept performance high and teams focused on goal attainment. Infused an HR perspective into several multimillion-dollar business development projects. • Lead a global team of ~250 highly skilled and trained HR professionals in the USA, Europe and Asia. • Designed a new operational model for manufacturing and quality business lines and integrated more than 1,000 global employees into its new reporting structure. This change resulted in cost savings of up to USD 24 million • Aligned 650 employees to a new reporting line in one month after converting the business from a vertical to a horizontal model. This created significant organizational leverage (cost savings approx. USD 5.5 million per year). Combined with a comprehensive engagement strategy realizing a 95% talent retention and an overachievement in sales of about USD 100 million. • Achieved a 41% “willingness to move” rate after consolidating and transferring 450 R&D employees from California and Austria to Cambridge, MA. This best-in-class acceptance rate significantly reduced the business continuity risks for 12 late stage clinical development programs. • Played a lead role in concluding a $650M divestiture by transitioning 350 employees across 14 countries into new roles or workforce reduction programs. This strategic divestiture enabled to increase the investment levels in new therapeutic areas (oncology) which will be next to Hematology and Immunology the third global business for Bioscience (BAXALTA). • Ignited a 7% increase in sales after masterminding a global change management and employee engagement plan that kept employees focused in the midst of massive change and ambiguity.
Conceived of and executed HR strategies that supported the growth and realignment of the European based global R&D and manufacturing divisions. Created recruitment, onboarding, training, and transition plans for new plants. Served as the company’s government and industry relations liaison on European level. • Enabled the positioning of the Bioscience group to become one of the most compelling, late-stage development biopharma organization by creating a world-class global organizational development program to meet growing and unique talent management needs. During this period the organization more than tripled the amount of global clinical development trials (up to 72 trials) resulting in the opportunity for BioScience (BAXALTA) to launch up to 20 new compounds in the next coming 2 to 4 years. • Eliminated $ 25 million in operating costs through headcount reduction and by shuttering plants in underperforming markets.
Provided “hands-on” partnership and direction ¬¬to plants located in Austria, Switzerland, Belgium, Italy, the Czech Republic and Singapore. Planned and implemented specialized recruitment, onboarding, training, and transition plans. Oversaw government and industry relations and compliance for these countries. • Completed two “greenfield” programs in 2.5 years after leading international talent management efforts including hiring and training of for more than 600 highly skilled employees.