A Singapore based HRM Consultancy practice providing access to an array of contemporary and easy to use 'tools' for managers and companies that want/need the significant benefits of effective people management strategies and practices but don't have the scale or the capital to invest in a dedicated people management function.Touchstones is a modular based array of tools providing managers and companies with instant access to capabilities in Employee Engagement, Performance Management, Talent Identification, Development and Retention, Reward & Recognition and Competency Mapping.

Headquartered in Chatham, New Jersey, USA, Shipco Transport operatesmore than 75 offices in 30 countries employing over 2,200 people. Shipcooffers Air Freight, LCL and FCL Ocean Freight services and is one of theworld’s leading neutral NVOCCs (Non-Vessel Owning Commercial Carrier).Head-hunted to join the Shipco Transport Asia leadership team as RegionalDirector of Human Resources (Asia). This position reports to the Asia regionChief Operating Officer and is the first time Shipco has invested in a HRspecialist position.With operational and strategic HR responsibility for 27 offices in 13 countriesand 1250 employees, this role requires adept and skilful adjustment ofexpectations and approach to support a diverse and disparate group of bothestablished and emerging executives. A strategic business partner to theRegional Business Line leaders and their respective teams in developing andimplementing programs and initiatives that support and enable growth.Key accomplishments to date:• Responsible for the establishment of the Shipco Global HR Task Force.An internal group of 15 HR and Training managers representing NorthAmerica, South America, Europe and Asia to establish a global HRagenda for the purposes of sharing best practice and optimizing HRcapabilities globally.• Developed and implemented the first Employee Engagement Survey in 8 languages across the Asia region and related analytics.• Established Competency Mapping methodology as the basis for the integration of Position Descriptions, Interviewing Criteria, Onboarding, Training and Development across the Asia region.• Successfully managed the research phase, contract & service agreementnegotiations and purchase of the SAP ‘Success Factors’ Human ResourceManagement System (HRMS).• Managing sensitive compliance matter in Pakistan.• Providing practical advice and tools to support employee retention inthe tight labor market of PRC.• Negotiating workplace labor agreements in Vietnam.

Recruited as an experienced HR strategist and change agent with the clear brief of developing the management capabilities and processes as they relate to the effective management and development of people. With a current headcount of 165 but the intention to expand the business over the forthcoming years, the HR function has been identified by the principals of the business as a 'mission critical'​ function to future growth.During the first 6 months of my employment I have worked closely with CEO and Executive team of 5 Directors to collaboratively and successfully develop an organisational 'vision'​ for the organisation. This strategic map has enabled us to prioritize the constituent initiatives and embark upon a measured and manageable change path constructed on good planning and communication.

Maersk Line is the containerised shipping arm of the Danish A.P. Moller-Maersk Group, a conglomerate engaged in oil and gas exploration, shipping, manufacturing and retail. A dominant world leader in the shipping industry and an industry innovator in green shipping, Maersk Line maintains offices in over 120 countries and employs 17,000 staff.Recruited to assume responsibility for all Human Resource Management activity across Australia and New Zealand (Oceania Region) as well as drive the forthcoming people integration challenges following the successful acquisition of the P&O Nedlloyd organisation.Responsible for all people integration activities of this significant acquisition, the headcount across the OCE region increased from 400 to 1000. Central to the integration in the region were the decisions to centralise the New Zealand office in Auckland and to centralise our Customer Service operations here in Australia to Brisbane. The success of both decisions was largely a result of effective ‘culture management’ and ‘talent retention’ initiatives conceived, developed and executed in Australia.During this time the Director of Human Resources role was responsible for a team of 27 professional HR and Administration staff (including four HR Business Partners, a T&D team and a regional payroll function).In July 2009 Maersk embarked upon a global organisational restructure and dismantled the Oceania region in favour of a larger South East Asia (SEA) region. At this point I relinquished day-to-day responsibility for the New Zealand HR function in favour of an increased and direct involvement with the SEA HR organisation.I was appointed as the HR representative to the SEA cross-national/functional 'Aspirations Workstream' reporting directly to the SEA Senior Director and required to provide SEA leadership on a broad range of cross-cultural initiatives.

Crown Castle International is a US corporation and the world’s leadingindependent owner and operator of shared wireless communicationsand broadcast infrastructure.As of June 2004, the company had an Australian asset base of approximately $750 million and a staff of some 100 people.As Director Human Resources, reported directly to the Managing Director and provided ongoing input and support to departmental heads and senior managers in all Human Resource related matters (including but not limited to job design, remuneration, 360 degree performance management, industrial relations, training and development, KPIs, employee satisfaction surveys, recruitment, OH&S, reward and recognition, policies and organisational culture management).The role also required a high level of interaction and partnering with Crown Castle International Human Capital Global Team in the USA in developing and implementing international initiatives as well as local country programs.

Appointed to the ‘pre-opening’ team and ‘executive committee’ of thisinnovative and ‘high profile’ 322 room property, with a brief to establishall Human Resource Management structures, systems and initiatives within the first hotel ever to be built on an Olympic site.This property was also the first hotel in Australia to be awarded ISO 14001 accreditation for Environmental best practice. As Human Resources Manager, was closely involved in all aspects of this program and acknowledged as having made a significant contribution.As a member of the 2000 Olympic Committee within the Accor Group,was also responsible for the development of training, recruiting, labourmanagement, accreditation and motivational initiatives to be applied toall Accor properties in NSW during the period of the Olympic Games.