Mojca Domiter Email & Phone Number

Zagreb, Hr

Atlantic Grupa is one of the leading food and beverages companies in the SEE region with own renowned regional brands that are, alongside the product range of external partners, supported by its own regional distribution system with more than 5300 people on 9 markets. Recruited to build, develop and align group people strategy, tools & techniques and assure successful transition from dominantly Croatian company to a regional company making sure that post acquisition period goes as smoothly as possible. Holding complete strategic planning, leadership and operating management responsibility for all human capital activities on all markets. Leading a direct staff of 7 People & Culture directors covering business streams, centres of expertise and operations with team of more than 60 professionals. • Leading People & Culture strategic projects aimed at establishing group culture & people processes: Definition and implementation of group culture; group wide systematization introduced on all markets; group wide performance management linked directly to rewarding has been implemented; structured talent management program designed and implemented as well as leadership development program based on defined leadership competencies; implementation of common HR information system platform. Overall engagement ratio grew over years from 1,1:1 to 3:1; regretted turnover share within overall turnover dropped for 9,8%; Internal Customer Satisfaction Index with HRM services growing over period,..... • Heading as a Program Director comprehensive strategic change program consisting of dozen projects clustered in People, Operations, Consumer and Digital areas whose aim is to make sure that Atlantic Grupa develops into a company with a unique culture and into an important player on international markets who is known for putting consumers at the very centre of its attention• As part of Strategic Management Council active participation in business strategic projects and programmes

Advisory Board member for Biosphere Corporation, a leading Ukranian manufacturer and distributor of household and hygiene products with global reach across 30+ countries.

Zagreb, Croatia

Strategic Human Capital Management

Fast growing pharmaceutical company, established in 1991, based in Croatia with +500 employees in 9 markets within SE Europe and CIS regions. Recruited to build, develop and align modern HR strategy, tools & techniques and assure successful transition within different corporate governance models and cultures. Holding complete strategic planning, leadership and operating management responsibility for all HR and Internal communication activities on all markets. Lead a direct staff of 8 HR professionals (4 of them in matrix organization) • Implemented performance management system for the whole company which consists of several elements including strategy cascading, individual development plan, performance evaluation focused not only on what (results) but also on how (culture) and career plan for identified high potential. It resulted in increase of employee engagement within one year for 4,5%• Implemented employee development programme focused on supporting performance management objectives through defined core competencies and strategically focused development programs (e.g. Mini MBA for managers, Marketing academy, coaching skills) which resulted in increased satisfaction with education possibilities of 7% with no increase in overall education cost.• Actively participating in the project of restructuring company organisation, consolidating 3 separate business units into leaner, more strategically aligned functions. Reduced overlapping of responsibilities through well designed process maps and job descriptions• Coordinated redefinition of company vision and mission and definition of company’s core values and core competencies which were than used as a framework for employee performance development. Understanding of company mission, vision and top goals improved by 5%.

Zagreb

Telecommunications company, established in 1999, based in Croatia as a subsidiary of Mobilkom Austria AG & Co KG, with +1000 employees. Recognized within talent assessment process and promoted to the position with the task to transform existing “transactional” HR department into strategic business partner, ensuring high employee engagement and retention. Lead a direct staff of 14 HR professionals. • Realigned/restructured key HRM processes with the focus on organisational and employee development through career & talent management, 360 feedback and culture initiatives which resulted in receiving independent “employer partner” certification in 2006; in 2008 Vipnet was the first company in Croatia to achieve 100% points in the process of acquiring certificate • Designed and deployed key employee retention program in the time of new entrants entering the market and “buying out” experts. Program consisted of several financial as well as non-financial packages and resulted in reduction of key position turnover of 3%• Implemented annual climate and engagement survey that became an integral part of company culture and one of the key performance indicators on balance scorecard. • Designed and deployed Mobilkom Group exchange programme including operations in 7 different countries with more than 6000 employees. Within 2 years, number of employees on exchange programme increased by 30%, and average satisfaction was 4,6 (out of 5).

Zagreb

Promoted first from Pre-paid call centre Supervisor to Residential Call Centre Manager taking over responsibility for the whole segment assuring both high quality and high productivity. Than promoted from Residential Call Centre Manager to lead both residential and business call centre transition from call centre “old” technology based model to “new” contact centre model which puts customer in the centre of all activities. Lead 250 employees; direct staff of 10 customer service professionals and middle managers. • Strengthened relationship with relevant departments (e.g. marketing, sales) to assure better planning an improve service level. Collaboration resulted in less un-planned peak time during day and week, and therefore higher service level (moved from 75/20 to 80/20)• Improved customer satisfaction index through implementation of quality program which was based on both team and individual results and connected with variable pay• Implemented contact centre model which included new CRM tools, completely new definition of employee skills, different routing strategies which resulted in higher productivity (18%) and the same level of customer satisfaction • Increased employee satisfaction through implementation of modern and flexible workforce management tool which enabled satisfying at least 60% of each advisor’s shift wishes (24/7 operations in more than 12 shifts)

Providing language support for the UN International Criminal Tribunal’s (for former Yugoslavia) court. Main responsibilites were: translation of documents; summarizing of documents; participation in witness assistant program

Small privately owned company of 5 employees, primarily selling sport related accessorise (medals, cups). Recruited to increase sales of foreign language books which were increased by 40% through defined acquisition process (segment, number of visits,..) customer service policy (24 hour answer on request, delivery on time) and product enrichment (not offering only books but having workshops “psychology for language teachers”, etc).

Main responsibilities were: on board of cruise ships working as a head cashier/dealer; responsible for financial balancing of the casino (P/L); as a part of the crew welfare – 4 hours a week working as a counsellor for crew members; 48 different nationalities

Fort Lauderdale, Florida

US company, based in Florida that worked as a duty-free shop concessionaire on cruise ships. Responsible for sales results and in charge of special promotions. As a part of crew welfare team in charge of customer service trainings (differences between American and European customers).

Rijeka

Small privately owned marketing agency of 6 employees. Responsible for media planning process (analysis per channels) and supporting research department (polls)

Rijeka

Started during university years and continued since in a form of designing and deploying workshops for targeted social groups (e.g. teenagers, addicts, and women) in cooperation with local government. In 2009 actively participating in local strategic projects (e.g. healthy ageing strategy) within local government in cooperation with European organisations

Ai For Executives

Interior Design, Decoración Y Estilismo De Interiores & Diseno De Espacios Int. Contemporáneos

Co-Active Professional Coach

Completing Co-Active Fundamentals and Co-Active Coach Training (all modules)

Advanced Organisation Design

Making Innovation Happpen

Executive Mba, Business Administration And Management, General

Neurolinguistic Programming (Nlp -Communication Skills) And Short Coaching.

Master'S Degree, Psychology