I am a visionary who seeks information to generate possibilities and ideas, connecting the dots between company strategic objectives and expected deliverables of a wide range of people processes. Engaged and driven to develop and transform the organizational culture and drive change in a dynamic working environment.I love chaos in organizations, and fresh starts, initiatives, opening new offices. This keeps me alive and vibrating. I played significant roles in scaling teams and supporting growth in organizations. •PDR Consultancy working on the client site and supporting the internal growth of a product and software development team. Designing, building, and implementing people strategies that generated change and performance at the organizational level. Challenged the status quo of the people processes and changed the mindset, becoming more agile to organizational needs by bringing value and scaling in only one year from 1 employee to 100. •Working with senior leadership and scaling Australia's close-to-client business unit. I was among the first 7 people to relocate to Australia and embark on an amazing journey. Relocating 40 people from 11 locations, managing three integrations in parallel and building high-performing teams. In less than 2years we scaled to 500 people in the region. Coaching is my biggest passion. I love working with multiple stakeholders and supporting them in their journey. I worked with senior leaders in the organization and supported them to increase their performance efficiency and build cohesive teams. My key focus is senior leadership coaching.The part I enjoy the most is connecting the dots. Being appointed Delivery Manager for Australia was a great opportunity to bring innovation and ensure the right solutions in a timely and professional matter to obtain business performance. Worked with our Account Group Units to ensure we built the region's capacity and capability to meet the client's needs. The focus was on building technical and engineering excellence through skills, knowledge and personal development. Delivery also meant ensuring the financial objectives were met, and the P&L was managed accordingly. Running in parallel three M&As was one of my most challenging experiences. Leading people and delivery workstreams, I had to get across multiple teams and stakeholders from the discovery phases, where you get to understand the acquired company to map the process and redesign and shape new ways of working. Job architecture and mapping, including building a scaling structure, are two central pillars of integrations.