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Pharma/Life Sciences (GE Healthcare): $2bn P&L Transformation

Business Transformation & Inorganic Growth

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:

• R&D top Leadership Team reshaped, mission and vision redefined, strategies to transform the organisation to a commercially minded function are on track and leadership culture improved (revised op mech, communication, feedback loops in place)
• Achieved 100% of retention of staff from the Japanese acquired business as a result of secondment, which enables addressing the aging workforce issue, starting to transform the skillset over a 2-year period, mitigating the exposure largely through natural churn, also minimizing severance payments
• Go direct strategy has been successfully launched through the establishment of a new legal entity, it enabled selling products directly and the introduction of a new product line
• Spearheaded strategic workforce planning with a 5-year outlook for the business globally; the structural alignments and redesign delivered economies of scale (savings of $4M)
• Led the change & organisational aspects of the separation and the subsequent stand-alone business setup (simplified structure, delineated responsibilities, clear architecture and naming conventions in the HR system, and employee communication)
• The realignment of central functions enabled clear oversight of costs and a dedicated pool of support teams to the global business (strategic mapping and execution completed over a 5-month period)

Increased organisational effectiveness by introducing new approaches:

• Realigned program management under product management, product managers aligned to care areas, facilitated the design and launch of a new incentive scheme (model adopted in 6 months)
• Designed approach to developing the Top 60 Global Talent Pool
• Developed online CDx (change diagnostics) tool to enable visualization and action on attitudes toward imperatives
• Facilitated executive assessment and coached leaders on individual growth plans

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Mining (GE Transportation): $400M P&L Strategic Turnaround

Strategic Cost Reduction, Turnaround & Scale-up

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:

• Redefined commercial model, essential skills and capabilities, placed key talent with industry experience to executive leadership roles
• Brought in strategic expertise and HR leadership to drive cultural transformation with Global Staff
• Developed talents through participation (top 30 involved in strategic planning with a Big4)
• Built mining domain expertise and core organisational capabilities, including redefining global account management, application engineering and project management/PMO
• Redefined organisational concepts for 3 stand-alone global P&Ls in the business - aligned capabilities to Equipment, Solutions and Digital
• Spearheaded reintegration and restructuring of mining P&Ls due to divestiture and acquisition

Streamlined operations and developed core capabilities for the future:

• Strategy development for exec leadership to reduce costs (20% YOY)
• Right-sizing commercial footprint globally (regional realignment into 3 market areas)
• Strategic Workforce Planning and rigor to hiring (100+ vacancies) and restructuring (~40% of the HC)
• Off-shoring operations from Australia to India (building digital capabilities and engaging in partnerships with CMOs - contracted manufacturing organisations)

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Financial Services (GE Capital): $700M Deal & Bank Separation

Divestiture & Transformation to Stand-Alone

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:

• Strategy for Change Leadership - designed roadmap, delivered Accelerated Change Awareness Program for CEO and SLT (in 3 weeks after the announcement)
• Train The Trainer - Engaged HR to co-facilitate Dialogue Sessions with Heads of Functions (40 HRMs trained)
• Launch - change awareness program reached 2k EEs nationwide (100 % participation and leadership involvement)
• Strategic OD (organisation development) - facilitated Executive Leadership Team exercise which led to the development of a strategic SWOT to inform decisions regarding revised governance, org structure and communication
• Redefined strategic people and organisational review process, key milestones, timelines and deliverables, engaged people managers
• Developed new People Development Curriculum, executed competitive bidding and (100+ participants at an onsite competitive bidding event, 230 proposals, signed framework contracts with 50+ Suppliers)

Improved accountability and leadership:

• Redefined Female Talent Development Program and Business Leadership Program, facilitated their active involvement in the transition (Board of Reflectors to Chairman)
• Facilitated strategizing exercise for senior leaders, developed a roadmap to get revenues from the mortgage business back on track (mobilized ~20+ people in multiple departments, revenue exceeded targets in less than 2 quarters)
• Developed Online Pulsing Tool to map and address people dynamics and organisational issues emerging due to uncertainty and intense change
• Developed OD intervention to fix alignment issues between Risk Management and Commercial functions

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Lighting (GE Lighting): Global ERP & Change Management

Organic Business Transformation & Strategic organisation Change Management (OCM)

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:

• Executed change program to the successful launch of the Global SAP ERP - system processed over 50k orders, 125k invoices, 200k shipments and 90k production orders. System reliability exceeded 99.998% availability with no major disruptions on business operations following the go-live. It simplified the application landscape, reducing 25% of IT systems to enable $15M cost out
• Minimized OCM risk through effective communication, frequent CEO and GM-level pulsing, daily contact with Super Users & Subject Matter Experts
• Significantly increased HR and business leaders' abilities to lead in change - owned and developed a strategic roadmap including all aspects of change, such as communication, R&R/engagement, knowledge transfer, organisational design and culture
• Spearheaded training end-to-end, by a TTT approach across 5 functional streams, developed process and content, with 500+ modules provided through diverse solutions and 3,000 people got trained successfully
• Transformed culture by introducing highly effective work practices, influencing governance and operating mechanisms, designing creative new ways of reward and recognition

Increased productivity, low turnover, and high level of engagement:

• Applied consistent messaging and extensive communication
• Minimized customization, tight Design Blueprint control
• Identified & retired OCM risks via Change Impact Analyses
• Involved a broad User Community, engaged and trained Super Users from the design through testing
• Retired risks associated with required functionality early in the test phase
• Pulsed Hypercare defect closures daily with Exec Leadership & Staff
• Enabled collaboration throughout and co-location of functional work streams in the final stage

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ICT (Deutsche Telekom): HR Competence Center & Network Area Integration

Functional Transformation of Technology BU & HR

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:

• Adapted and completed the launch of the 3-pillar HR Model of the parent company, designed the HR Competence Centre organisation, established functional pools by core competencies, and led a team of 30+ people
• Facilitated the redefinition and launch of HR metrics and managed the HR Survey end-to-end
• Led the change management stream in the Technology Network Integration Project and the execution of a systemic approach to eliminate redundancies, match talents to the right roles and increase organisational effectiveness
• Led the development of a new job family model in strategic partnership with Hay (simplification from 1,700 to 200 jobs); demonstrated key competence in mobilizing/influencing a critical mass of leadership across the board
• Influenced the parent company's international development curriculum through contribution to the optimal network and infrastructure designs behind their corporate training offerings
• Set the strategy for university relations, designed and implemented the forum for mutual dialogue between the company and academia (mobilized leadership and external stakeholders from every level), achieved positive media coverage, and strengthened the ER brand

Raised leaders' ability to drive change and execute transformation along transparent standards:

• Introduced change management methodology
• Helped develop a detailed roadmap
• Advised and coached leadership
• Spearheaded complex strategic imperatives with significant change impacts
• Influenced culture, increased accountability for action

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FMCG (Kraft Foods): Strategic Restructuring and Production Transfer Management

Strategy, Talent & Leadership Development

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:

• Developed the project plan and executed the closure of two plants (chocolate and coffee production facilities with cc 400 employees), led union negotiations, media, employee outplacement, involved in strategic decisions re. asset transfer and sales, service protection (350 employees impacted, 98% reemployment rate, project completed within 6 months, above 98% service during transition of assets, no disruption or impact on revenue)
• Designed and facilitated organisation development interventions; participated in global projects for Functional Competency Model and Interview Guides development
• Member of the International Training Faculty - developed content and delivered corporate training programs to international leadership teams, trained future trainers (TTT)
• Oversaw communication and adaptation of corporate training & development strategies in Manufacturing globally, designed programs and provided coaching to high-potential senior leaders
• Delivered strategic planning & problem-solving international training courses, designed and improved tools and processes to support development
• Facilitated business strategy development interventions for executives to address key business challenges and opportunities
• Held end-to-end ownership of the Global Supply Chain Talent Exchange Program; in scope EU, CEEMA, NA, LA and AP; designed and delivered solutions whilst dealing with key stakeholders in the regions in a diverse business environment
• Managed both HR and Continuous Improvement (CI), contributed to the achievement of Regional Supply Chain strategies; established CI as a living culture - a day-to-day activity and behaviour of all plant employees
• Designed Early Talent Identification Program - developed and coordinated the Management Trainee Program, with 50+ participants across the organisation

• Facilitated strategy development interventions for executive teams at a global scale and significant business impact
• Trained and coached leaders, as well as spearheaded business analyses, strategic SWOT and goals development
• Established a culture of accountability for execution and tracking
• Launched and provided guidance to key people processes

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