My role has 7 key objectives:• Leading the central services departments: Operations, Strategic Planning, HR, IT, PMO, Impact Measurement, Organisational Development, Health and Safety and Facilities, with the aim of becoming centres of excellence while reducing costs. • Implementing the new strategy and leading all transformation projects across the group.• First-stage management of new businesses, from the board’s approval to day-to-day operation management, until they become stand-alone businesses.• Leading the group’s budget and business planning, the ongoing business review, and all cross-group strategic projects.• Supervising legal matters and providing recommendations to the senior management. • Providing guidance, support, and mentorship to senior management team, helping them achieve better business results. • Leading the culture transformation strategy, employer brand, and implementation of the new group values to support the Big Issue’s business objectives.

Leading HR, IT, H&S, Facilities and PMO

• Responsible for building and driving forward several talent programmes including the Global Mentoring Project for Dell EMC, culture implementation, and leadership programmes.• New Global Performance Management approach for EMC: led the interviews and research across EMEA, analysed the current situation, explored all new PM methods and best practices, created the strategy, and designed the programme.• Ongoing counselling and support for EMEA managers on the complete Talent Development Cycle and Project Management: design, delivery, evaluation, working with stakeholders, and managing the annual plan.• Provided support to change management requirements, business transformation projects and leadership programmes for ongoing needs.• Coached senior managers as required.

• Held a place on the Global Human Resources Senior Management Team• Successfully managed a global learning organisation of 100 staff members including dedicated Ops, IT, Marketing, and Finance teams.• Responsible for developing technical training and ensuring the products met external clients' needs and expectations.• Responsible for building and driving forward the Learning and Talent Development Strategy• Oversaw complex learning programmes (such as technical, managerial, and soft skills programmes) in multiple locations across the globe. • Produced hundreds of learning events and conferences each year. • Compiled recommended succession plans for the company's leaders. • Led change management processes and unit structural changes with the appropriate managers to increase excellence within their teams. • Increased productivity by assisting the company's employees to bridge knowledge and skill gaps using the most up-to-date learning technologies and methods. • Chairman of the Israeli annual learning and development conference (2012) • Led Amdocs to be recognised as an 'elite learning organisation' 3 years running (2011-13)

• Led the Human Resources department for a company with over 1400 employees, with a direct team of 45 staff members • Oversaw the following units: Organisational Development, Learning, Talent Development & Leadership Programmes, Welfare, Corporate Responsibility, Recruitment, HR analytics, HR Business Partners, Compensation & Benefits • Monitored recruitment processes for all types of roles from junior employees to senior management roles, which I handled personally.• Acted as the ‘in-house’ consultant for managers and the HR Business Partners team• As Compensation and Benefits Leader I instigated the salary philosophy of Leumi Card and the company hierarchy and leveling system