Change as an opportunity for growthIn the era of Work 4.0, the demands on companies and their people are more complex than ever. Market dynamics and digital transformation require organizations and their teams to evolve continuously. While others may feel overwhelmed, I’m just getting started — because I believe that life happens at the end of our comfort zone. When we embrace our own vulnerability, we can begin to see change as an opportunity.As a coach, I create an engaging, emotionally safe environment for development and growth. I am convinced that people can realize their full potential when they develop an appetite for change — an appetite to expand their possibilities, to enjoy the process. Adaptability can be learned. Change can – and should be – fun!Did I spark your curiosity? I'd be more than happy to support you, your team, or your organization through your own individual development processes.

Projekt «Strategie Transport»• Konzeptionierung, Durchführung und Auswertung der Kulturanalyse Transport• Design und Co-Leitung der Kaderworkshops gemeinsam mit dem Gesamtprojektleiter• Verantwortung mehrerer Handlungsfelder im Rahmen der Kulturentwicklung• Begleitung und Beratung der Geschäftsbereichs- und Abteilungsleitung im strategischen Veränderungsprozess• Change- und Konfliktmanagement

• Unterstützung des Geschäftsbereichsleiters Transport in operativer und organisatorischer Hinsicht• Beratung des Geschäftsbereichsleiters Transport bei der Weiterentwicklung der Strategie• Mitarbeit in bzw. Leitung von internen Projekten zur Weiterentwicklung des Geschäftsbereichs• Interne Beraterin der Führungskräfte im Geschäftsbereich

Consulting / coaching and support of managers as well as employees in regards to all HR related matters, Swiss labor law issues and challenging conversations.Responsibility for all HR processes along the entire employee life cycle from recruitment to exit.Strategic Project "New Work Order"- Development and implementation of a new organizational structure- Change and conflict management- Management trainings focused on new leadership approachesStrategic Project HR 4.0- Transformation and professionalization of HR to fit the VUCA world - Employer Branding & Staffing, Rewards & Performance- Digitization of HR processes

HR Business Partner for the Locomotive Engineering division (approx. 450 people, locally at site Zurich and internationally at 3 sites in Germany and Italy).Operational and strategic HR processes:- Leadership development: Management coaching to increase leadership competencies, coordination of trainings and workshops, also on topics such as Swiss labor law and regulations- Employee development: Talent management and review, evaluation of competencies, advising managers on development and succession planning- Performance management and compensation: development of a market-driven grading system, benchmarks for promotions, controlling of the regular salary increase and bonus process- Recruitment through various channels (social media, job ads, talent pools), conducting interviews and assessments, university marketingProject BT Transformation- Reorganization and transformation of the business unit - Identification and implementation of restructuring measures to secure cost savings in the business unit- Structured communication with employee representativesDeputy of the HR Country Lead Switzerland

- First point of contact for all employee inquiries (processes and regulations, social insurances, pension fund)- Responsibility for HR administration from entry to exit (incl. entry and exit interviews)- Support of HR Business Partners in regular HR processes and all administrative matters- Administrative contact to employment offices (employer certifications, work permits)- Coordination of internal and external processes with the Shared Service Center (certificates, employment and termination confirmations) and external partners (leasing contracts for managers, credit card applications)- Drafting of various regulations on HR-related topics (general employment conditions, annual working hours model, absence regulations, unpaid leave) and discussion of these with the staff representatives- Organization of new employee welcome days- Back-up payroll