Warsaw, Mazowieckie, Poland
Throughout my career, I have led multidisciplinary teams through major transformations in France and in Spain. I implemented a new payroll system, introduced a digital gate for employees, and organized digital files... At a huge universary hospital in Paris (APHP), I managed a Shared Service Center overseeing more than 2000 doctors across five hospitals. This role strengthened my communication and leadership skills, especially in navigating complex social dialogues within healthcare. HR is not just about processes—it’s about people. I also have experience managing large teams (16 people) and budgets, including a €62M payroll for 700 employees at Bergerac Hospital. I thrive on leading digital transformations, such as task automation and electronic payroll signatures. Seeing how technology simplifies processes and helps staff focus on patient care has been incredibly rewarding. As General Secretary in Spain, I adapted to a multicultural environment while driving HR transformation. It has demonstrated my ability to adapt to a new sector and country. If you’d like to discuss HR strategies or explore digital transformation projects in HR, feel free to reach out via email. Let’s connect! Skills: Human Resources Strategy | Digital Transformation | Payroll Management | Process Optimization | Team Leadership | Social Dialogue"
• Defined the Human Resources strategy, aiming to secure and modernize the HR function: draft job descriptions, implement the new payroll software (INNUVA A3) with an employee portal for pay-slip access, reducing distribution delays by three months, • Managed the psychosocial risk survey, including the development of an action plan; led the Gender Equality Plan, training 75% of employees and writing the final report, • Written new hiring and onboarding process, • Calculated and managed the payroll and budget for the Institute, (200 people, €5M) • Strengthen internal HR communication through a quarterly newsletter, informational notes, an employee intranet, and a welcome guide for new hires, • Led the safety committee, resolving 40 out of 50 identified risks; update the evacuation plan and draft evacuation procedures in case of incidents, • Influenced to the crisis resolution agreement, which remained open for two years • Managed legal disputes in collaboration with lawyers.
• Audited and defined the Human Resources strategy with the establishment project, • Managed and controlled a payroll budget of €62M, with 700 employees, (Agirh PH7) • Led HR transformation: digitization of payroll and signatures, implementation of an IT platform for replacement assignments (HUBLO), saving managers valuable time, • Managed stakeholders to ensure workplace safety for professionals, • Oversaw skills development and promoted talent, • Defined and monitor the quality of work-life policy with social partners, • Negotiated a strike resolution agreement after three months of conflict, • Adapted organizational structures during the COVID19 crisis, • Referent of the Medicine-Emergency Department, co-animation of comities.
Within the Hospital Group made up of five centres : Bichat-Beaujon-Bretonneau-Hautval-Mourier with 1000 doctors and 1100 intern students: • Managed a Shared Service Center (SCC) with a team of 13 career people (remuneration for 2000 Doctors); • Developed, secured and evaluated HR processes; • Payroll management (HR Access program) ; • Establishment of the certification of accounts; • Organized the Doctors Comity, in conjunction with the President ; • Coordinated the recruitment tours for practitioners and academics; • Managed the annual budget; • Implemented of new Medical Time software, Providing training sessions;
Within Bichat Hospital, 3300 people, 915 beds: • Managed a team of 16 people in charge of career and compensation; • Payroll management (HR Access program) ; • Managed conflicting and disciplinary situations with the drafting of a practical guide; • Built of a management tools : Flow management ; Quality Control ; • Support individual situations of incapacity and job reclassification, • Served as a member of the administration for the Nursing Assistant Commission; • On-call administrator for eight weeks per year.
Bretonneau Hospital (550 staff), 235 geriatric beds and Dentristy Unit: • Supervising a management team of 4 people (career pay) ; • Managed and forecasted skills with formations (disability and unfitness referent); • Managed the payroll (HR Access); • Led and anticipated skills development, • Facilitated social dialogue with social partners and handle conflicts.