Global responsibility for the areas of: Talent Management & Development, Performance Management, Learning, Leadership Development, Organisational Development, Culture & Engagement, Rewards, Diversity, Equity & Inclusion (DEI)Together with my team, we have achieved:- Design the structure & staff the department, growing from 1 to 15 FTE’s distributed around Germany, Spain, Netherlands & UK.- Design of the Operating Model for the entire People division.- Design & Implementation of our Spans & Layers framework.- Design & Implementation of our Culture strategy.- Design & Launch of the first official People Manager Development Program.- Design & deliver training on Organisational Design for our Business Partners.- Design of our approach to Remote Work, currently in the implementation phase.- Full redesign of our Performance Management Process, to be launched in 2024.- Development of corporate trainings like Feedback, Unconscious Bias, OKRs.- Review & continuous improvement of our approach to OKRs.Current projects:- First iteration of our Succession Planning approach.- Redesigning our Strategic Workforce Planning approach.- Designing the Job Architecture approach for the entire company.- Designing our approach to Leadership - including expectations, skills, assessment and development.- Designing next iteration of our Compensation guidelines & framework.

Building and leading the Talent Management, Talent Development and Organisational Development for N26 globally.

Leading the central People teams globally, responsible for all topics around Talent Management, Talent Development, Performance Management, Rewards / Compensation & Benefits, Appreciation, Engagement, Diversity, Equity and Inclusion, Internal Communications, Knowledge Management, Employer Branding, People Analytics, People Systems, and more.Developing a new approach for the central People team. Moving away from Centres of Expertise and building a People Product Organisation. Shifting our focus from building processes and policies to developing solutions to problems and building the employee experience.

Currently leading a project to redesign the Job Family Architecture, Career Framework and Talent Development for the whole company (~15,000 employees globally across all functions). Key Achievements: • Developed the model and approach to redefine Job Family Architecture and roles.• New Job Family Architecture designed and deployed for the core Tech functions, Project Management and Retail, including the definition of roles, calibration of grades and promotion criteria.• Company-wide Leadership Expectations developed and running as a pilot.

Special Project on organisational design, change management and talent management during reorganisation for the whole structure under the CTO including HQ in Berlin and Tech Hubs in Lisbon, Dublin and Helsinki. Additional responsibilities as Business Partner for a strategic team (Sizing).

Creation of a new role responsible for the complete Talent value chain including employer branding, recruiting, succession planning, talent classification and mapping, talent development and other special projects for the whole business unit internationally.Key Achievements:• Design of the Talent Review model and tools, together with the central teams and other business units.• Creation of the first 18-months HR Plan for the BU and KPIs.• Planning and execution of shutting down zLabels business, including org design, redeployment, termination plans, etc.

Overseeing all HR matters for ~600 people organisation spread between Germany, Spain, Portugal and China.

HR Leader for the Company’s commercial operations in LADMAR (Guatemala, Costa Rica, Panama & Dominican Republic), and Distributor Markets (El Salvador, Bolivia, Ecuador, Uruguay, Paraguay, Honduras, Nicaragua & Caribbean Islands), covering 100+ direct employees, and accountability over all distributors’ organizations in Latin America. Member of the Latin America Distribution Multifunctional Team, serving as HR consultant for GDM Distributors across all of Latin America. Responsible for organization design, workforce planning, employee & labor relations, change management, and special focus on talent and leadership development for the LADMAR sub-region.Achievements: Culture Initiative designed and deployed with over 80% engagement, +6 pts increase in culture survey for sales on year 1, +4 pts total organization by year 2. Developed and implemented Talent Development processes including talent reviews, HiPo identification and tracking, development plans and succession planning. Productivity, headcount and budget reduction (-5% budget / -7% headcount). Labor strategy for LA Distributors developed, approved and execution on track. 99% of salesforce in distributors migrated to comply with the new labor strategy; Labor and PE risks mitigated in high-risk markets; HR capability building for distributors project created and in execution; network of distributors’ HR Managers created and running; benchmarking for the region launched and running, HR trainings for distributors launched; Creation & piloting of a new model to assess Managers of Others with 91% of the organization assessed and feedback process developed and executed; model being reapplied in other countries around the world. Reduced Voluntary Attrition from 11% to under 5% sustainably. Recognized with award for being in the top 5 “Best Manager of Others”.

HR Leader for the Grooming Business Unit in LA (Gillette, Venus, etc.). Responsible for the regional commercial team dispersed in 8 countries, the regional HQ in Panama and supporting 2 manufacturing sites in Brazil & Mexico. Accountable for culture, talent development, succession planning, organization design & productivity; working in partnership with the COE's, functional & local HR.Achievements: Inter-BU organization design completed and in execution, integrating two separate business units under a single head and leadership team, and designing and implementing single structures in each country, covering ~200 employees. 10% productivity & headcount reduction plan designed and executed. Culture plan for the BU designed and in execution, achieving 81% employee satisfaction (+1 vs. previous year and +4 versus the company, region and global business unit averages). Full Talent Development review, assessment and deployment for the business unit in Latin America completed and executed. Succession planning and Talent Classification processes established and going. Reduced voluntary attrition from 7% to 2%, perfect score in internal audits. Led a global team to develop an Innovation Culture project for the global business unit.

HR Manager for a new green field Shave Care manufacturing site: 2nd biggest Blades & Razors plant in the world, and the biggest manufacturing site in the region, with about 1,000 direct and about 2500 indirect employees, reporting to the plant's General Manager and dotted to the Global HR Director for the business unit. Manage all the organization matters related to the plant start-up and stabilization phases. Additional responsibilities as the plant’s External Relations contact, IT and Internal Controls.Achievements:- 1st plant in Mexico and 2nd in LA to achieve global wellbeing site certification. - Plant’s culture and identity plan with 95%+ acceptance & +8pts on corporate survey.- Leadership development college created with 98% participation of plant’s leaders and 4.7/5 evaluation and selected as the global standard for the whole business unit. - Family Day execution with record high participation (1700+)- Delivered 120M USD total cost savings on first FY and 200M USD on 2nd year.- Record participation of 99%+ in corporate internal survey for second year in a row, and 98.5% in external survey- Payroll system redesign- Compensation study and job valuation for all positions in the plant, with progression system redesign.- Internal culture plan design to be reapplied for the global business unit- Owner of the plant’s strategy development and deployment processes. - Ran the 1st pilot in the region for virtual training with a group of 12 participants across LA and a score of 4.6 / 5. - Regional owner of the New Managers’ training course for LA.- Development of an on-site virtual university, recognized by the Ministry of Education, to provide access to operative positions to a professional degree.- Development of flexibility programs for operative positions.- Creation and deployment of a rewards & recognition program focused on on-the-spot behavioral recognition.- Creation of an apprenticeship program for operative level positions.

Training period prior to taking the leadership of HR for the plant.

- Designed and Implemented new sales structure for traditional channel based on business drivers including staffing and culture.- Coordinated salary, staffing and succesion plans for the whole sales department (300+ employees)- Completed a salary research and intervention for 3rd party sales representatives and stockboy including variable salary and incentives design resulting in 18% increase in sales, -4% reduction in regrettable attrition and +8% increase in desirable attrition.- Collaborated in the selection and start of operations of 3rd party distributor business partners.- Worked as HR consultant for key distributors redesigning business model, structure and salary strategy. - Redesigned distributors labor strategy reducing 20MM MXP liability while retaining 95% of salesforce vs. 80% target and saving ~3MM MXP on transition expenses. - Developed talent strategy to identify, develop and retain high potential employees.

- Review and redesign of entry-level salaries reducing declined offers to under 3%.- Redesign of the medical insurance to improve service to end users while bringing savings of around 80M dlls plus additional financial benefits by adjusting paying conditions- Developed quarterly compensation statistical analysis to assess the “health” of salary plans- Developed and implemented culture strategy for the organization resulting on all variables of the internal survey increasing during the first year ( +6pts avg), and +3pts avg. on the second year; culture intervention also raised P&G from place 36th in 2008’s GPTW ranking, to 5th place in 2009’s Expansion Top Companies’ and 2nd place in 2010, all with an investment of under 10M dlls.- Developed an Non-employees policy for Mexico that is being reapplied across LA.- Developed a Generation Y diversity strategy and training presented at internal and external forums as well as universities.- Created an Internal Communication role.

- Redesigned the Scholar Program – policy and compensation – reducing scholar attrition by 50% on the first year of implementation and becoming the most competitive scholar program in the market while remaining cost neutral.- Developed new recruiting image; collaborated to achieve a historical record of 315+ hires by processing around 11,000 candidates-Pilot and creation of a centralized service center in Costa Rica to administrate and process all candidates’ applications via Taleo for LA, reducing headcount needed by 50%.

In charge of Ariel marketing plans for Centrales de Abastos

PR Committee, In charge of developing the congress and other PR related activities.

Paricipated as P&G's representative.

- Developed International Mobility Policies for Mexico.- Established an International internship program through AIESEC, receiving around 6 interns from other countries per semester.- Increased the number of international assignments for Mexicans from 6-7 per year to 20+.