Focused on promoting excellence from a group perspective ensuring that South Pole's strategic objectives are met with precision and agility. This role entailed a comprehensive focus on strategic planning, insights and people analytics, organizational effectiveness, and enterprise project management.Strategic Planning: Skillfully steered the development, distribution, and monitoring of strategic objectives, key results, and KPIs, in sync with Business Line expertise.Insights & People Analytics: Integration of business and people insights, merging Finance, Operations, Sales, and HR into a unified approach, enhancing decision-making and insight effectiveness across the organization.Organizational Effectiveness: Streamlined processes to remove redundancies and drive significant productivity gains.Enterprise Project Management Office (EPMO): Ensured that all projects aligned with South Pole's strategic vision, delivered unified project insights to the Executive Committee (Exco), and standardized project management methodologies across the company.

Crafted a global People Strategy driving exponential workforce growth. Elevated employee engagement, reduced attrition rate, eliminated the gender pay gap in 3 years, and increased female representation in leadership roles.Led multicultural HR squads in Recruitment, HRBP, HR Ops & Systems, Rewards, People analytics, culture, EX, learning and development to deliver global projects.Implemented a predictive workforce methodology to identify global business expansion to new markets, resulting in considerable staff forecast savings.Established and led the first People Analytics department in the sustainability consulting sector, successfully evolving it from operational reporting to prescriptive analytics within three years.Created Employee Journey, based on an innovative scorecard methodology, enabling real-time analysis according to the different stages of the employee experience.Integrated science-based surveys assessing cultural fit, organizational health, employee well-being, quality of life, engagement, eNPS, and leadership index throughout the employee journey. Introduced the first Total Reward Strategy across 40+ locations based on Mercer IPE methodology, grading, and salary bands. Boosted engagement by 11 points and reduced attrition by 22 points.Implemented 8 global pay-for-performance STI schemes, enhancing the competitive positioning of SP compensation packages, while saving 2 digit million annually and increasing high-performing culture.Streamlined LTI with shares and introduced an options-based model, enhancing tax efficiency, retaining top talents, and aligning with shareholders' interests.Closed South Pole's global gender pay gap from 9% to 0% in three years, utilizing innovative people analytics algorithms and tools to support HRBPs and business heads' decisions.Responsible for the end-to-end development and management of strategic processes for workforce planning, bgt & fcst globally, resulting in 2-digit million savings in 2023.

HR OKRs & KPIs:Designed and implemented HR OKR and KPIs based on the Company's strategic objectives, being responsible for the cascading among global teams, monitoring, and quarterly prioritization exercises.Global HR Strategy:Spearheaded the company's regionalization strategy, leading to rapid growth across 44 global locations. Led massive hiring for the HR team across EMEA, APAC, and the Americas region, ensuring our HR infrastructure effectively supported our global expansion.HR digitalization:Streamlined 'Hire to Retire' HR processes and reduced waste by implementing Hibob's end-to-end modules, introducing South Pole's first comprehensive HR system and aligning it with the company's digitalization strategy.Led the implementation of electronic signing and a global ticketing system, and standardized HR playbooks and SLAs across international operations, achieving a 50% gain in operational efficiency and doubling the employee satisfaction index.People Analytics:Established South Pole's first People Analytics metrics with live dashboards, integrating HR into monthly executive board discussions and enabling data-driven insights for HRBPs and business leaders.Total RewardsImplemented first-time salary review and promotion cycles based on budget allocation, performance, and EDIB index, consistently connecting financial performance, business accountability, and internal equity.PPerformance and People DevelopmentManaged the annual performance cycle, streamlining design, execution, and coordination of performance metrics across departments.Developed career pathways by categorizing roles into job families and subfamilies, enhancing career progression and skill development.Implemented the nine-box methodology with calibration sessions for detailed analysis of employee potential and performance.

Hired as the first HR professional to build from the ground up compensation, benefits, budget management, people analytics, labor relations, and global mobility processes, policies, and HRIS for the largest clean energy company in the world.Lead the company to increase revenue, talent attraction, safety and operational indexes by establishing a sustainable total rewards management, embracing base pay, merit and performance cycles, bonus, LTI, other incentive programs and personalized benefits packages.Increased employee satisfaction index and kept stable the administrative costs for benefits by implementing a management strategy based on level, geographical and business differences for insurances, allowance cards, pension plans, executive vehicles, work leaves, and others.Reduced HR-related costs dramatically by implementing BI tools and methodology for personnel expenses and HC reporting, giving ownership to leaders and driving decisions through data. Contributed to strengthening the employer branding among stakeholders, being responsible for the first people analytics practice of any energy company in Brazil that measured the effectiveness of the employee life cycle. Managed the top tear global vendors in compensation, benefits, workforce planning and global mobility processes such as Boston Consulting Group, Korn Ferry, Willis Towers Watson, Mercer, Grant Thornton and Deloitte.Conduced as the HR project manager, the three most significant acquisitions of the group, joined the squad to lead the cultural transformation project of the Brazilian operations, being responsible for the leadership preparation, and establishment of employee experience concept.Set up of the first Global Mobility area in the group, including having done an innovative cross-cultural program that leads the company to receive a prestigious award from the Chinese Government

Held dual role as Head of the largest franchise and retail management consulting firm in Brazil and senior HR Business Partner for six retail clients.Led the establishment of HR departments, implementing the employee life cycle concept and overseeing talent acquisition, human development, total rewards, and people analytics processes.Designed policies and implemented HRIS to streamline operations and enhance efficiency.Collaborated with key account executives to deliver customized HR solutions to six retail chains, resulting in improved employee engagement, increased gross revenue, and reduced turnover rates.Implemented digital talent acquisition strategies, competencies management models, performance reviews, succession planning, BI tools, and compensation modeling.

HR consulting position with expertise in talent acquisition, organizational design, workforce planning, performance management, people development, and total rewards.Led two successful projects building HR departments from scratch for an IT and metallurgic client, including process development, strategy implementation, and HRIS infrastructure.