Donald Macrae Email & Phone Number

North Berwick, GB

Seattle, WA, US

Accountable for the end-to-end talent approach & the partner life cycle and leading the COE teams of talent acquisition and talent, learning & development as well as the EMEA support centre HR business partner teams.

Seattle, WA, US

• Leader of 4 person HR team supporting Starbuck’s Global Supply Chain function and member of the business Leadership Team.
• Led a number of successful transitions of operating model, org design and executive leadership. Strategic themes including digitizing the supply chain; fit for purpose supply chains; horizontalization and centers of.
• Implemented impactful practices in talent and performance management; succession planning; manager/leader capability building; team effectiveness and employee engagement. Strong focus on creating cultures of feedback.
• Stretch assignments included onboarding newly hired chief sustainability officer, and subsequent org design and team effectiveness. Leading role in new onboarding practices for HR and community & capability building.

Redmond, Washington, US

Partnered with external consulting firm to co-design/incubate a new Strategic Talent Planning (STP) program focused on creating a common framework using research and analytics to support decisions that intentionally shape the workforce of the future, creating talent opportunities and managing talent risks. Managed 3 pilot programs using the new process for.

Redmond, Washington, US

Project undertaken to develop location strategy principles and approach to more holistic and strategic workforce planning within large scale engineering unit. Activities led to a move to central Talent Management to continue the initiative at corporate level.

Redmond, Washington, US

Led Country Management Team, HR and cross-functional teams (legal, finance, tax, communications, real estate) through a series of complex integration steps following the Microsoft acquisition in April 2014; efforts included leading a year-long employee reduction program (multiple thousands) while ensuring minimal disruption to product deliveries

Led team of 9 HR generalists supporting all business represented in China including R&D; Sales & Marketing; Supply Chain, Sourcing; Design; IT; and Support—spanning ~3000 total employees. Additionally, functioned as the virtual lead for the whole China HR community of 50+ which included COE’s and two factory HR teams.Coached executive leaders, facilitated.

Espoo, Southern Finland, FI

• Played key role in Nokia’s company-wide transformation to a “challenger brand” mindset, helping drive desired shifts in the company’s corporate culture and workforce composition.
• Led major reorganization projects, consolidating the corporate footprint from 10 to 2 R&D sites—while simultaneously ramping up the Beijing site, including development of local management and HR processes
• Mentored a 6-member HR team and drove HR vision across a broader global community of HR

Espoo, Southern Finland, FI

• Held global leadership responsibility for providing HR support to the company’s 13,500-member R&D team, supervising 6 director-level HR business partners in the delivery of all day-to-day people support functions
• Led a complete restructuring of the R&D group in under 6 months, involving a 25% reduction in management layers; 50% renewal of line managers; 60% improvement in span of control; and total headcount reduction of.
• Additionally, led the integration of 2 acquired companies (comprised of 200/1500 employees, respectively), smoothly transitioning their people, processes, and HR functions into the larger Nokia corporate umbrella

Espoo, Southern Finland, FI

• Provided HR oversight for Nokia’s Corporate Operations, Group Strategy, and Technology Units—working directly with 5 members of Nokia Executive Board including the CFO, Chief Strategy & Technology Officer, Chief Legal.
• Supervised a team of 10 in supporting ~6500 employees across a mix of functions including Research, IT, Strategy, Finance, Legal, Communications, IPR, Investor Relations, Corp. Responsibility and New Ventures

Espoo, Southern Finland, FI

Guided a team of 80 HR professionals, across 13 countries, in supporting 6000 Nokia employees covering all business dimensions (e.g. R&D, Production, Mobile Phones, Networks, Enterprise Solutions, Media)

Espoo, Southern Finland, FI

Leader of HR team and handled standard HR management functions, in addition to planning/coordinating a 50% downsizing of country operations that involved special measures to assist with positive redeployment of staff into new assignmentsThis project required extensive change management and leadership skills, given that it was the first RIF ever conducted.