Leading the integration of 4 entities, coming from Bouygues Energy & Services as well as Equans into the new Equans Switzerland structure, 140 locations, about 6'500 employees, 12 board members with a key focus on digitalization of key HR processes. Management of a team of over 50 HR professionals. Part of the global HR Board of Equans worldwide.- Created and led the new HR Strategy, HR organization transformation and execution- Defined the specifications requirements of the HR IS (ICIMS; Success Factor, SAP, etc.), assessed, chose and implemented it,- Reorganized the HR Structure

We believe that PEOPLE are the main catalysts of system change, the ones able to move the needle from “business as usual” to “business as a force of good”. We are on a mission to revolutionize the way business is done by empowering PEOPLE through knowledge & information.

Leading the reorganization of the HR Management department, staff of around 20, 4 direct reports

Leading the Post-acquisition integration of Conforama into the Mamane Holding, 22 stores, 1200 employees, 9 board members with a key focus on digitalization of key HR processes. Management of a team of 9 HR professionals.- Developed the mentoring and coaching culture of the new management team- Created and led the new HR Strategy, HR organization transformation and execution- Defined the specifications requirements of the HR IS, assessed, chose and implemented it, workforce planning done within 3 months

Prepared the pre-acquisition, integration and establishment of the new ManpowerGroup organization. Integration of 2 sister’s companies for a total of more than 450 employees, in 53 branches. Increased efficiency and rapidly generated ROI in new organization designs. Led the COVID task force. Managed a team of 12 HR professionals.Main achievements:- Implementation of all major HR global processes such as, talent acquisition, MBO, talent retention, C&B, etc. - Improve our career development by reshaping our Training concepts and processes (Manpower Academy) - Internal advisor and presenter for Customer events, contact and sales processes (https://www.youtube.com/watch?v=bkjZsHzzF3g&feature=youtu.be).- Participate in the due diligence for Manpower Group takeover, HQ move and new legal structure establishment.

Created and led the global HR role for the shoreside offices (Asia Pac, US, Latin America and Europe) and the fleet (9 vessels) for a total of over 3’500 employees. Led a team of 11 direct and over 20 indirect reports, to support the massive transformation and growth strategy. Main achievements: - Developed the first Global HR Strategy for the 2015-2020 timeframe based on key trends and business needs. - Implementation of all major HR global processes such as talent acquisition, MBO, talent retention, C&B - Coach the Leadership team- Succession planning to support current and future growth- Led the bid offer, the assessment and the local/international implementation of a new HR IS.

I led the successful full merger of Ciba Vision into Alcon and integrated Alcon into Novartis for the region, serving over 7’500 employees with a team of about 100 HR professionals (12 direct) in more than 45 countries. Then I led the HR transformation by integrating the key Novartis tools and processes while actively participating in the development of a global HR strategy. Nominated as CEG (Corporate Executive Group) in 2012.Main achievements:- Integrated CIBA Vision into Alcon for both manufacturing sites and commercial entities. The integration process recognized by the EUROFORUM (international work council’s structure) as state-of-the-art process within Novartis. No business disruption, while the agreed integration budget was kept 35% below target.- Assessed, recruited, trained, and developed new regional and local HR BPs including 7 new HR Heads to ensure full support to the integration process and alignment with new structure and strategy.- Created an internal dynamic talent pipeline mapping across the area, based on key metrics. Within 18 months, we increased our ready now/ready short TOP 225 positions coverage from 49% to 67%- Led the organizational design for the commercialization of a newly acquired licensed drug by creating new business units and coordinate the scale up of more than 500 new employees in more than 15 countries.- Led and developed the EURMEA HR strategy, gained management endorsement and approval. - Played a critical role in the HR transformation (Change First methodology).

I developed and led the global HR department for the newly created worldwide headquarters and its branches based on a new operational mode: First by fixing Swiss basic HR issues, setting up the HR organization, improving the reputation of HR and start to deliver best in class HR services within the first year. Then I developed the global HR structure at the group level (more than 47 countries, over 3’800 employees) to support business growth objectives and new worldwide product launches. Successfully led over 50 HR staff in more than 22 countries.Main achievements:- Fixed the Swiss basic operational issues, established the key HR processes with clear turn around perception of key stakeholders within the first 6 months. In year 2 we decreased employee turnover from 25% to 8% with significant productivity and cost savings.- Internalized the payroll solution via a dedicated internal payroll system- Led the bid offer, the assessment and the local/international implementation of a new HR IS. The ROI of this new tool was less than 6 months with a productivity increase by more than 50%- Created an international 3 layers network to define strategy, led projects and delivered regional/local HR.- Led or coordinated the major group HR initiatives such as succession planning, training and development execution, C&B framework, group HR intranet, legal compliance and related aspects.- Created the first Global HR strategy and business plan and ran 2 iterations to ensure full alignment with business needs. - Led a global job assessment (Hay) and presented a new structure based on generic job profiles.

Honed entrepreneur skills by developing and successfully leading a new business. I was engaged by diverse organizations such as UEFA, Swiss railway, Publigroup, etc. to provide strategic process reengineering, to define new roles, to assess current capabilities and help to confirm, develop or redeploy individuals accordingly. Main achievements:- I developed, supported and engaged at the UEFA the transition of its major HR processes towards a competency-based model (Lominger).- Successfully assessed the management team and direct reports of a division from the Swiss Railway. Each individual received either a specific development plan or a redeployment opportunity.

I led the HR strategy and its delivery for 3 business units SICPA SA, SICPA management SA and SICPA Product Security across all regions. Provided major restructuring support. Led a team of 6, serving about 1000 employees.Main achievements:- Set up and led the HR organization to support the business. Created new HR functions (Training and development), developed the major HR processes, successfully navigated ISO certification- Retention of key talents through specific trainings, career paths and mentoring programs- Implemented HR IS solution to support newly created HR processes. Gain in productivity on HR structure (30% on payroll and recruitment) and increase data accuracy through self-services solutions- Created HR master plan and workforce planning structure- Supported the restructuring process in terms of ABC analysis, lay off process and implementation. No business disruption and SICPA was able to maintain its major assets.- Led and supported the manufacturing reorganization to achieve cost savings in our plant in Chavornay

I set up and led the HR organization in the Western part of Switzerland for around 300 employees. Promoted in 1999 to lead the strategic HR for the Swiss Telecommunication organization and ensure consistent HR delivery for half of Switzerland.Main achievements: - Set up and led the HR organization in the Western part of Switzerland. Decrease the local turn over by creating center of excellence in the SW development department- Created from scratch and scaling up the 3G department. - Managed 250 redundancies. Result: 85% of the people placed within 4 months and no business disruption- Participated in Swiss HR initiatives such as mobility, talent management, etc.

I assisted the owner to turn around the 16 shops (300 employees) during a financial crisis. Assumed the full responsibility of P&L and customer relation.

Macro economical research on unemployement statistics at world level

Analysis of the fund flows (ear marked and non-ear marked), from donators to the field. Finalize report to the board.Location: South Sudan, South Africa, Somalia and Switzerland