• Was responsible for the production Ramp-up of the SolarEdge project, coordinating both, the HR and Training teams, providing support to the Flex staff, as well as the SolarEdge staff in site: about 80 people from Mexico and Israel.• Spearheaded the expansion of HC within the project, resulting in an increase from 250 to 2,200 Direct Labor (DL) employees, and from 50 to 110 Indirect Labor (IDL) employees.• Drove retention programs for both, DL and IDL employees.• Upon the… Show more • Was responsible for the production Ramp-up of the SolarEdge project, coordinating both, the HR and Training teams, providing support to the Flex staff, as well as the SolarEdge staff in site: about 80 people from Mexico and Israel.• Spearheaded the expansion of HC within the project, resulting in an increase from 250 to 2,200 Direct Labor (DL) employees, and from 50 to 110 Indirect Labor (IDL) employees.• Drove retention programs for both, DL and IDL employees.• Upon the announcement of the end-of-life of the project, was the HR leader responsible for the disengagement process, which was successfully executed. Show less

• Was the HR Manager responsible for one of the 7 Clean Rooms within the site and the leader of the attraction and recruitment process of Direct Labor staff.• Had a successful follow-up and provided an effective support during the introduction of a new project: DexCom.• Successfully managed the close monitoring of the Direct Labor attrition on site, leading the implementing of effective retention programs in collaboration with all the functional areas.

• Revamped the organizational chart for the Training team and spearheaded the Training Needs Analysis process to develop training programs for Direct Labor and Indirect Labor employees, based on internal Subject Matter Experts (SMEs).• Collaborated with Johnson & Johnson champions to initiate the implementation of the TWI (Training Within Industry) model.

• Coordinated the follow-up of Ethics reports and investigations, ensuring adherence to established investigation protocols and appropriate disciplinary measures.• Achieved a reduction in average time-to-close reports from 40 to 30 days, optimizing efficiency and turnaround time.

• Designed and implemented the training process to meet the demand of rapid growth in the Nike project (Direct Labor on-boarding): DL HC increased from 3500 to 7000 employees within 3 months.• Directed the selection process within the Mexico region and supervised a specialized team of 7 welders assigned to support the operations at Flex site of Tczew, Poland, for a two months period in 2018.

• Provided HR support for the Nike project during the introduction of the first models.• Successfully spearheaded the growth of HC within Nike, increasing the employee count from 600 to 3500 during this period.