people.business.results

Led global HR strategy and executed annual priorities

In order to optimize the enterprise wide HR investments of $60M, I was responsible for developing the new HR strategy and related 2016 global HR priorities, in cooperation with the Chief Human Resources Office, the CEO, the Chief of Staff and the HR Leadership Team. The successful execution of all six global HR priorities was supported by the newly established HR Project Management team. The new strategy and related HR reorganization yielded $5.5M reinvestment budget.

Implemented new culture values post-merger with IMS Health

In support of the merger between Quintiles and IMS Health, I was appointed by the Chief of Staff to lead the integration and definition of new cultural values of the new company. As a culture conflict demonstrates one of the main risk for successful mergers, the focus was on integration on day one and building on both legacy cultures strengths. My team delivered on target and the new company values were communicated by the CEO on the first day of the merger and related actions for implementation were embedded in the 2017 priorities of the leadership team.

Led HR Team on Global Business Reorganization

In order to improve the performance of the major global business unit key processes, organizational setup and roles were reviewed and adjusted. As HR partner to the global business project sponsor, I established the HR project team, ensured business needs are clearly articulated and understood by HR and provided with the team the respective HR solutions. The project was delivered on time and improved back-log conversation rate and financial performance by $20M per year.

Implemented the EMEA Key Leadership Talent Program

To strengthen the cross-business group leadership talent succession in the region, in collaboration with key business leaders and HR COEs I developed a regional program that focused on future required competences and followed the design principles of a teaching organization. Within two years more than 60 key leadership talents graduated, off which more than 50% have been promoted within 24 months. The program was adapted for all other regions and by now delivered over 200 key leadership graduates for the company.

Strengthened HR Business Partner Organization in EMEA

In order to improve the outcomes of the EMEA HR team I led a transformation project to unify and upscale the HR team from mainly focusing on administrational to become stronger HR Business Partners to the business leaders. During the transition phase a new organization setup, new processes and team members were installed in collaboration with the business leaders. The changes led to an improved support and trust level by the business leaders, a total run rate cost reduction of 30% in HR and increased engagement scores in the EMEA HR team.

Built Workforce Planning for the Region

In order to support the business growth and such the related workforce increases I led and implemented together with Staffing and local HR the quarterly workforce planning review for each country. The solution enabled the country and regional management team to forecast workforce needs by role and country and improved cost planning for the business and hiring timelines by more than 20%.

Transformed from CEE Headquarter

In my country manager role I was responsible for the competitiveness of the local organization within the company. After the move of the regional Headquarter from Vienna I established a key talent team to work with the local management team on identifying and communicating the strengths of the local organization enterprise wide. A new branding on leveraging the competencies of the local staff was created and led to recognition internal – in terms of new global and regional roles located in Vienna – and external by being awarded “Great Place to Work” in 2015 and 2016.