Led the Talent Management, Organization Development and Diversity & Inclusion (TODI) discipline for the global HQ of Novartis’ Pharma division. Supported the sustainable development of leadership, talent and organizational capabilities. • Built organizational capability towards strategic business directions, including identifying future org. capabilities and acting as org. design-lead to embed those into structure, processes, governance, leadership and skill development. • Diagnosed organizational health, developed appropriate actions plans, and drove implementation accordingly. • Developed and implemented strategic talent plans to strengthen succession and leadership bench-strength. • Supported individual capability development and readiness of the senior management and HR organization especially focusing on organizational development, strategic workforce planning, talent- and leadership development and change management.• Directed and ensured the efficient implementation of TODI processes and programs across the organization (e.g. organizational change projects, culture development, employee engagement, Organizational Talent plan, etc.). Developed and drove D&I projects in line with corporate initiatives.

Led the Talent Management & Organization Development (TMOD) discipline for the Germany Pharma organization (revenue>2bn EUR; HC>1,500) • Developed a cohesive TMOD strategy that is in line with overall business strategy and drove, with HR Business Partners, its implementation. • Provided counsel and strategic recommendations on the TMOD organization and tools and processes within the organization.• Diagnosed organizational issues, delivered actions plans, and drove Talent Management initiatives based on annual organizational talent reviews.• Developed and implemented plans to strengthen succession and leadership bench-strength. • Led the efficient implementation of TMOD processes and programs across the organization and ensured achievement of talent pipeline targets (selection, retention, development and exportation). • Led the implementation of TMOD programs aimed at developing top talents and sustaining a high-level of employee retention within the organization.• Oversaw the management and development of a large TMOD teams (12 HC) • Led or initiates various TMOD Projects within Germany and beyond (e.g. Region Europe) • Additional responsibility assumed: led Novartis Germany Employer Branding strategy, developed a robust external and internal talent engagement plan, in line with our unique EVP.

• Led the HR function and team for Novartis Hungary (revenue >150m EUR; HC: >400). Covered strategic initiatives working closely with the Country President – across talent, leadership, culture, D&I, rewards, change and transformation, as well as provided hands-on leadership to ensure efficient functioning of HR Department according to regulations and in compliance with Novartis policies.• As a member of the Executive committee contributed in setting overall company policy and direction.• As a member of the Country Executive Committee and Head of the Country HR Board, was responsible to ensure HR Governance on cross-divisional level.

• Led the HR function for Citi Commercial Bank for EMEA region, covering cc. 500 employees across 9 countries.• Supported regional business management for Citi Consumer Retail Bank (cc. 3,300 employees across 7 countries). Drove HR agenda especially around organizational design, restructuring and cultural transformation.• Focused on high-level strategic people issues of all types, such as setting multi-year engagement/talent agenda, and generally serving as a key advisor on any major issues related to HR. Brought thought leadership and innovation to clients. • Through challenging and coaching senior managers, raised leadership effectiveness and capability. Developed long-term, multi-year relationships as trusted advisor. • Acted as performance improvement driver and provoked positive change in my clients’ people management agenda that support the business strategy.

2012 - 2013Successfully managed full HR aspects of the reorganization of Citi Central European Consumer business; resulting a hub operating model with 23% FTE and 4,5MM USD save. Responsibility included organizational planning, strategic advisory role for senior business management and effective and compliant execution.(After transformation) Led HR support for Central European Consumer (CEC) hub and Consumer Sales & Distribution business located in Hungary.2010 - 2012Managed small HR team to ensure high quality HR support to the Hungarian Consumer Bank organization. The Consumer Business in Hungary was an established full-service business covering retail and affluent segments with 26 branches, and over 500 employees in the front- and product lines (and approx. 300 Directs Sales Agents).

2010 - HR Project Manager, Citi Handlowy (Warsaw, Poland)2009-2010 - HR Business Partner, Consumer Group (London, UK)2008-2009 - Regional Compensation Analyst (London, UK)2007-2008 - HR Business Partner, Global Transaction Services (London, UK)