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You've built something significant. But something isn't working the way it should.
Decisions take too long. Good people leave without giving you the real reason. There's a layer of politics or tension that everyone navigates around but nobody addresses. Meetings feel performative. Trust is thin.
You've probably tried culture initiatives, engagement surveys, maybe even coaching. But the friction persists - because those tools treat symptoms, not systems.
The real cost isn't just turnover or lost productivity. It's the strategic opportunities you're missing because your organisation is spending its cognitive energy managing dysfunction instead of building growth.
Unbiased Solution Ltd was founded on one principle: most organisational problems aren't people problems — they're pattern problems.
I specialise in identifying the systemic dynamics that create unproductive leadership, employee silence, and interpersonal dysfunction. Not through surveys or workshops, but through forensic-level diagnostic work at board and leadership level.
I bring direct experience across CEO advisory, behavioural science, and strategic business consulting — working with organisations where the stakes are high and the problems are entrenched.
Stage 1 — Diagnose the System I conduct a confidential diagnostic of your organisation's interpersonal and leadership dynamics. We identify the hidden patterns of friction, silence, and dysfunction that are costing you talent, time, and money. No surveys. No tick-box exercises. Real forensic analysis.
Stage 2 — Build Strategic Clarity We translate what we find into a clear strategic picture — showing you exactly where the leakage is happening and why. You'll understand not just what is broken, but the systemic reasons it keeps breaking.
Stage 3 — Strengthen From Within I work with your leadership team to build the cognitive and relational skills needed to dismantle dysfunctional patterns permanently. The goal isn't a one-off fix — it's an organisation that can self-correct.
If you suspect your organisation is paying a hidden tax on dysfunction — in talent, in time, in missed opportunities — we should talk.
This isn't a sales call. It's a diagnostic conversation to determine whether what you're experiencing is a pattern I can help with.
Confidential. No obligation. 60 minutes.
For over 25 years, Gabriella has built a distinguished career as a results-oriented leader across diverse sectors internationally. Her experience spans FMCG giants like Kraft Foods, telecommunications leaders like Deutsche Telekom, and innovators like General Electric. In 2020, she leveraged this expertise to establish Unbiased Solution Ltd., a consultancy dedicated to partnering with purpose-driven organisations to create value and build a better future.
Throughout her career, Gabriella has tackled complex challenges and driven transformative change. At GE, she began in 2010, leading HR across various departments within the Lighting Business before transitioning to global roles managing HR for IT and organisational Change Management in a global ERP implementation. In 2014, she moved to GE Capital, leading organisation-, leadership- and talent development, spearheading major changes in the successful spin-off of Budapest Bank.
She led HR initiatives within GE Transportation's Mining Business, fostering a start-up mentality and building future capabilities for hyper-growth. At GE Healthcare, she led the global HR function for the Pharmaceutical Diagnostics Business. Her resilience and adaptability come across in her ability to seamlessly transition between roles - from leading from the front, through facilitating critical thinking and enabling others, to providing insightful thinking and tackling problems head-on with a 'roll up our sleeves and get things done' attitude.
Gabriella is passionate about supporting organisations with a dual mission: achieving business success while creating a positive sustainability impact. She champions the potential of emerging technologies and the drive of the new generation of talent, fostering collaboration to unlock potential and build a positive high-performing culture. Her unique industry mix, and diverse experience across headquarters, field, commercial, and supply chain functions have equipped her to navigate both strategic and operational aspects of business. This translates into a wealth of management expertise and a broad entirely transferable business knowledge.
Gabriella brings a strong business understanding beyond HR leadership. A certified Trainer and Coach, she leverages cultural awareness gained through international work. Her commitment to social impact extends to chairing the Centre for ADHD & Autism Support's Board of Trustees. Furthering her academic journey, she holds a Master's in HR Strategy and Change from Kingston University London and an Executive MBA at Quantic School of Business & Technology, with a vision of building a social enterprise. Her expertise was recently recognised with an invitation to lecture at King's College Business School's MA HR Management program.
You can find out more about Gabriella on her LinkedIn page
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Tasked with the realignment of R&D globally to support the transformation from a nuclear medicine company to a product business, overseeing the integration of a newly acquired business in Japan, enabling a market expansion program in China and the launch of a new Life Sciences Digital P&L.
Additionally, the business was going through a separation process which was followed by the realignment of support functions under the P&L to enable efficient operations as a stand-alone business in the parent company.
The newly acquired business in Japan was previously publicly owned with an employee base who were resistant to the new environment. Based on previous experience with acquisitions, one key component to success is to learn about the culture and motivations of the acquired workforce and get engaged with key stakeholders early.
As a result of mapping key people/talents, understanding what matters and letting the acquired business retain what made them successful, the integration cycle gets shorter and productivity remains sustainable. When history and culture are ingrained so deeply that people are not willing to change their attitudes, there are alternative ways to gain time, secure continuity and performance - in this case, a secondment option for 2 years and strategic workforce planning were the bridging solutions.
Outcomes:
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A growing USD 2 BN revenue business in healthcare with R&D, manufacturing facilities and ~4,500 EEs worldwide. Strategic partner to the CEO and the global executive leadership team in transforming the organisation - moving away from a nuclear medicine to a product business. Key focus on change management: separation & realignment of support functions, organisation & talent strategies and building a winning culture.
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Partnered the CEO and CFO in redefining the value proposition, mission, vision and business strategy to grow the parent company's footprint in the Mining Industry in a 30 BN USD total attainable market. Got directly involved in business planning, and engaged top talents in strategy development and execution.
Developed solutions and facilitated growth initiatives to drive change, reshape executive leadership and the entire Mining organisation to enable a "start-up" mentality within a big conventional business franchise. Played a key role in supporting the integration and new leader assimilation of the Mining CEO who was brought on board from the industry, coached and partnered with GMs as they embarked on improving their organisational effectiveness. Built trust, earned credibility fast, became a strategic advisor, was able to influence leadership and manage organisational dynamics to develop efficient performance platforms.
Accomplished a full business cycle with the exec leadership team. The business was a 400 M USD revenue, loss-making global P&L, which arrived at a stand-still when joined together with the CEO and CFO. A major turnaround was achieved as a result of restructuring and consolidation - phased out non-profitable product lines, consolidated manufacturing facilities in AU and transferred operations to low-cost geographies (co-location/building Digital Engineering pool in India), also rationalized commercial capabilities and footprint, developed application engineering and NPI competence.
The new value proposition was developed as a result of a voice of customer survey and strategy development exercise in which top talents of the mining business were involved globally. We developed specific investment pathways with a significant ROI and aspiration to become a 4.5 BN USD revenue business in less than 5 years.
Cultural transformation and setting the stage for building a nimble and winning organisation were key components in my global HR leader capacity to oversee. Influencing and shaping leadership style, communication and approaches to adequately serve the right stage were critical to success.
Outcomes:
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A USD 400 M revenue business, requiring a turn-around, reinvigorated talent management, organisation & culture development. A global P&L that, as a result of strategic interventions, rationalization, consolidation & scale-up for hypergrowth, consistently exceeded operating targets, increased orders by 100%, doubled revenues with 40% fewer people & delivered exponential growth in the digital segment.
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Strategic partner and advisor to the President & CEO and executive leadership team of the group, which comprised a B2B division for large customers and consumer business with employees in 3 legal entities (bank, fund management, auto leasing). The purchase was closed with the change of ownership, along the completion of the spin-off over an 18-month TSA (Transfer Service Agreement) period.
Tasked to develop a roadmap and oversee change leadership, as well as the organisational and talent development aspects of the separation (700 M USD deal, 8 months project). Designed and led programs that supported the successful organisational transition and enabled stand-alone operations. Led workstreams and achieved outstanding results through people - direct team, workstreams' members and senior leadership. Commended for leadership, strategic agility and innovative ways of thinking and played a pivotal role in the transition enabling and influencing key leaders and female talent to mobilize their commitment.
Redefined and launched the new overall people development curriculum and implemented a "non-conventional" competitive bidding process, the success of which was echoed in the organisation and the market. The workstream accomplished outstanding results - yielded contemporary and diversified development solutions. Implemented change strategies aimed at building knowledge, retention and engagement of critical talent. Led HR for Compliance, Internal Audit, HR, Communications, Legal, Property Management & Bank Security.
Outcomes:
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Sale & separation of the 8th largest commercial bank in the country with over 2,200 EEs, 100 branches nationwide, total assets of USD 3.3 BN and retained profit for the year of USD 39.5 M as of EOY 2016. After the parent company’s announcement to divest its international financial services business, the sale of the group was among the first ones with high exposure to deliver a smooth transfer to stand-alone.
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Provided support, in OCM & HR Leader capacity, to the wider business transformation of turning a flow business into a project business, moving away from selling bulbs towards selling end-to-end lighting solutions. Outcome-based selling requires a new skillset and organisation capabilities to manage projects and services from installation to after-market management. A tremendous amount of change due to fiercely competitive markets that were requiring a new business model and new strategies for success.
Led OCM in this global business transformation and ERP implementation to build a specific vertical based on SAP ERP competence. Built SAP organisational capability, designed training strategy and executed knowledge transfer across the organisation. Identified priorities, developed a strategic roadmap, provided tools and approaches for the leaders to effectively lead, map and deal with change impacts.
Member of the Executive Steering committee of the ERP program and spearheaded the establishment of an SAP-based Center of Excellence - a concurrent responsibility for building a strategic capability/organisation for the future, and for the definition and resourcing of roles aligned to global business processes, systems and services. Worked with Black Belts to lean business processes and led the change agenda for the Phase 1 SAP implementations in Europe, the Middle East & Africa, with a global team, driving impact for several stakeholder groups in the US, Europe and India.
Also oversaw client groups from an HR leadership perspective in EMEA for Finance, Legal, ERP & IT globally, sustained these functions by developing, engaging, and preserving human capital, as well as assisting Chief Officers in achieving strategic objectives.
Outcomes:
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A global manufacturer and supplier of commercial and consumer lighting solutions, USD 3 BN revenue,18k employees worldwide. Global business transformation by establishing Make to Order Supply Chain capabilities and the roll-out of a global ERP system for Commercial, Supply Chain and Finance functions across 41 countries, over 300+ locations with a budget of over $110MM, and a team of 140 in the US, Europe & Asia.
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The group comprised of Consumer Services Business Unit (CBU), Business Services Business Unit (BBU), Technology Business Unit and Subsidiaries (~10 k EEs) with key revenue streams in TV, fixed line, mobile, Internet and system integration/IT.
Held Staff Advisory role, later Senior Leadership position with responsibility for managing one of the key pillars of the function, the HR Competence Centre - accountable for Training & Development, HR Solutions, organisation Development and Change Management.
Partnered with the Technology BU leadership and took a lead role in the Executive Steering Committee which was accountable for the fixed and wireless network areas' integration.
Outcomes:
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The largest telecommunications company in the country, former monopolist and a subsidiary of a multinational organisation - a leading information and communication technology (ICT) and telecommunications service provider. Headquartered in Budapest, with operations in three countries (revenues HUF 609.6 BN, EBITDA HUF 213.0 BN in 2010). Key focus on integration, consolidation, simplification and organisation development.
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Progressed with increased responsibility in regional and global roles in the CEEMA HQ in Vienna and the EU HQ in London, which enabled strategic insights and experience in HR development and talent management. Also obtained hands-on experience in working in Manufacturing and Supply Chain environments in both local shop floor and strategic corporate functional contexts.
In a Strategic HR Partner and Advisory role to the President of the East Adriatic market (6 countries) created the HR strategy, hired critical talent, launched key people processes to support the growth of the business, and aligned with the requirements of the planned business expansion.
In senior leadership capacity in organisation Development, first with a Central Europe Middle East and Africa, later EU (~20 markets) regional scope responsible for planning and execution of training & development, performance management, advancement planning and organisation development processes.
Following a global acquisition, developed and executed the roadmap of launching strategic people processes, implementing system solutions, integrating and training leaders of the acquired business.
Outcomes:
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A global consumer goods company in the branded snacks, confectionery and quick meals categories, headquartered in Northfield (IL), with annual revenues of approximately $50 BN it is the world's second-largestt food company. Held diverse leadership roles in mature and developing markets, international expertise across HR in generalist positions, organisation Development, Learning & Development and Talent Management.
Let us talk about how we can support your growth, build a winning culture, develop & engage your people and build the capabilities you need in the future.
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