Telefónica Digital, London UK — HR Strategy and Transformation LeadFebruary 2012 – December 2017Design through to implementation of cross-functional, multi-country HR2HRand HR2B projects involving approx. 6,000 employees, across 60employing entities in 23 countries:• HR Services global Operating Model• HR Shared Services and Contact Center in Spain• Back Office Operating Model in London• Workday and SuccessFactors (Employee Central module) project deployment• Managed a remote project team of six qualified project managers

Led the merger between two business acquisitions (Fuze Beverages and Glaceau)• New organization selection and appointment• Alignment and integration of people processes and policies into Coca-Cola

Shaped the objectives and strategy for the newly created HR function:• Customized and/or implemented all the functional HR pillars • At the peak of the IT boom, hired a full new technical organization• Coached senior business managers to grow as people leaders • Run climate surveys and engaged employees in the action planning

Liderou a componente de RH da fusão internacional entre a United Distillers e a Grand Metropolitan (que gerou a Diageo)• Definição do plano de transição, comunicação e gestão da mudança• Seleção da nova organização e desvinculações• Mapeamento e harmonização de todas as políticas de RH, especialmente das estruturas salariais e de incentivo e dos benefícios sociais

Drove the introduction of competency-driven selection practices:• tailored selection tools, materials, and case studies • trained business managers • run pilot assessment centers

rolled out campus recruiting activities• selected and onboarded high caliber new recruits• rolled out and evaluated the skills training curriculumemployee relations and training for the manufacturing population