Negotiating with works council (GBR) and local employee councils
Site relocations in production and engineering based on footprint optimization following the best-cost-country approach
Change management in the context of restructuring and site relocations
Optimizing selective HR processes (recruiting/onboarding) as part of the 'employee experience'
Coaching and developing the local HR teams
Initiated leadership development program as part of culture development
Jan 2021 - Apr 2024
2 years 4 months
Hamburg, Germany
Interims Group HR People & Culture
Sovereign Speed GmbH
Strategic reorientation of the entire HR division
Optimizing all HR processes as part of the 'employee experience'
Time tracking and payroll optimized/digitized and transferred to a new provider
Job evaluation carried out, compensation policy including salary bands defined by location domestically and abroad
Developed strategic workforce planning tool and implemented it as part of budget/mid-term planning
Developed and implemented performance management process based on an annual employee review
Developed leadership principles, guidelines, and competency model and implemented training concept for all leaders
Developed employer brand and communicated it internally/externally
Jan 2020 - Dec 2021
1 year
Waiblingen, Germany
Interims Group VP HR
Syntegon Technology GmbH
Developed and implemented a 'Global Operating Model HR' introducing shared services and a global HCM infrastructure
Provided HR support for the global transformation process strategically, structurally, and culturally
Negotiated reconciliation of interests and social plan under the so-called 'Value Creation Programmes' to create competitive cost structures and unlock new growth potentials
Created competitive organizational structures, e.g., spin-off of service business from existing Food and Pharma divisions
Initiated and conducted succession process for group-relevant key positions at GF, VP, and MD levels
Jan 2019 - Dec 2020
2 years
Freienbach, Switzerland
Interims Global HR BP Metco
Oerlikon Surface Solutions AG
Repositioned HR within the defined business strategy
Digitalized and optimized global HR processes with 'SuccessFactors'
Supported definition of strategic direction in the service business along with a 24-month growth plan
Designed and implemented cultural transformation towards becoming the service leader of the industry
New setup and restructuring of powder manufacturing, plant engineering and application development divisions
Integration of the 'Friction Systems' division with 700 employees into the subgroup and further acquisitions in the coating service area in India and the USA
Implemented group-wide program for efficiency enhancement and cost reduction
Jan 2016 - Dec 2020
3 years
Garching, Germany
Berater und HR Interimsmanager
BMW AG
Adjusted HR priorities based on business strategy
Established an HR dashboard to steer personnel more precisely and recruit, develop, and qualify more efficiently
Developed change architecture for turnaround of business divisions and return to profitable growth
Negotiated reconciliations of interests and social plans with the works council
Optimized personnel department workflows and introduced digital processes
Focused on talent development for successful filling of key positions
Introduced ERA in the collective bargaining area
Jan 2016 - Dec 2020
3 years
Reutlingen, Germany
Berater und HR Interimsmanager
Holy AG
Adjusted HR priorities based on business strategy
Established an HR dashboard to steer personnel more precisely and recruit, develop, and qualify more efficiently
Developed change architecture for turnaround of business divisions and return to profitable growth
Negotiated reconciliations of interests and social plans with the works council
Optimized personnel department workflows and introduced digital processes
Focused on talent development for successful filling of key positions
Introduced ERA in the collective bargaining area
Jan 2016 - Dec 2020
3 years
Rosenheim, Germany
Berater und HR Interimsmanager
Kathrein-Werke KG
Adjusted HR priorities based on business strategy
Established an HR dashboard to steer personnel more precisely and recruit, develop, and qualify more efficiently
Developed change architecture for turnaround of business divisions and return to profitable growth
Negotiated reconciliations of interests and social plans with the works council
Optimized personnel department workflows and introduced digital processes
Focused on talent development for successful filling of key positions
Introduced ERA in the collective bargaining area
Jan 2016 - Dec 2020
3 years
Wolfsburg, Germany
Berater und HR Interimsmanager
VW AG
Adjusted HR priorities based on business strategy
Established an HR dashboard to steer personnel more precisely and recruit, develop, and qualify more efficiently
Developed change architecture for turnaround of business divisions and return to profitable growth
Negotiated reconciliations of interests and social plans with the works council
Optimized personnel department workflows and introduced digital processes
Focused on talent development for successful filling of key positions
Introduced ERA in the collective bargaining area
Jan 2015 - Dec 2017
3 years
Amsterdam, Netherlands
Group Director HR
VEON Ltd. (former Vimpelcom Ltd.)
Developed a personnel policy transformation model from a traditional to a digital operator model with LBS and IoT solutions
Set up and implemented organizational elements of shared services, regional hubs, and centers of excellence in the three world regions
Optimized global HR processes
Selection process and preparatory measures for introduction of a global HCM software
Established a digital hub in London with a total of 120 employees across all relevant digital job profiles
Group-wide planning and implementation of a global headcount reduction program
Introduced a global competency framework and a corresponding leadership development program
Jan 2009 - Dec 2015
6 years
Munich, Germany
Executive Vice President HR & Organization Development
Sky Deutschland AG
Developed HR strategy for successful business development
Renegotiated necessary company agreements
Culture development program within the realignment of the business model
Increased efficiency through organizational changes including process optimization and outsourcing of tasks and operational units
Flexible staffing and management of around 350 freelancers in production, programming, and sales
Established strategic workforce planning
Developed a relevant employer brand to enhance employer attractiveness after rebranding
Set up the Sky Sports News TV channel with a total of 220 employees in 12 different job profiles
Introduced long-term share-based compensation components for senior management
Jan 2005 - Dec 2010
5 years
Frankfurt, Germany
Director Human Resources & Organization
Ferrero Deutschland GmbH
Group-wide harmonization of HR processes
Supported organizational and cultural transformation towards a functionally integrated confectionery manufacturer with global matrix structures
Designed and implemented a leadership development program
Initiated group-wide assignment policy
Talent development with definition of career paths and individual development plans for core functional areas Marketing & Sales
Further developed a performance-oriented culture within the PMS
Established and expanded a merchandiser pool of approx. 1500 agency workers
Involved in closure of two production sites in Italy and Belgium
Supported HR side setup of a new production facility in Russia
Jan 1998 - Dec 2006
8 years
Bonn, Germany
EVP/SVP/Director HR (Member of the Executive Management)
T-Mobile Group
Responsible for HR activities in the Austrian subsidiary and bridgehead for integration of Eastern European companies
Introduced a functional matrix structure and restructuring as part of integration into the group with significant workforce reductions to increase efficiency
Negotiated reconciliation of interests and social plan with the works council
Harmonized processes in the 'employee life cycle' for senior management in CEE with group guidelines
Responsible for preparation and takeover of competitor 'Telering' in all HR-related matters
Managed a group-wide management audit
Conducted organizational development projects and negotiated SLAs
Jan 1991 - Dec 1999
9 years
Bonn, Germany
Manager/Senior Manager/Senior Consultant HR
Deutsche Telekom Group
Developed HR expertise regarding the group's global expansion
Defined an international business model and service portfolio in collaboration with strategic corporate business units
Developed a process manual for international market entry strategies
Supported M&A activities in due diligence for personnel and market
Developed organizational structure and processes for joint venture companies
Developed and introduced HR policy instruments (guidelines) and governance structures
Introduced or optimized relevant HR processes such as hiring, compensation, leave, time, etc.
Hired 700 employees in the first twelve months after founding the company in the Philippines
Advised and transferred know-how to the local management team
Managed personnel deployment in technical areas of the JV companies
Summary
Leadership: Many years of leadership experience in developing and steering local/global teams in complex and agile structures on-site and virtually
Coaching/Mentoring: Contact person and coach to the executive board, managers and employees of corporate divisions on all personnel policy issues
Strategy: Comprehensive (re)positioning of 'HR' within the defined business strategy
Change Management: A profound understanding of the business enables targeted personnel management of transformation and change processes
Talent-Management/-Development: Comprehensive approach to talent development and 'Talent to Value Contribution'
HR Excellence: Implementing 'best practice solutions' based on the 'employee experience'
Internationality: Strong intercultural competence and communication skills with experience in a global context
Digitization: Modernization through consistent use of digital possibilities to continuously develop the 'HR impact'
M&A: Extensive experience in corporate sales, mergers and acquisitions
Languages
German
Native
English
Advanced
Italian
Advanced
Education
Oct 2001 - Jun 2003
WHU/Kellogg School Of Management – Northwestern University
Master degree in Business Administration · Business Administration · Chicago, United States
Oct 1991 - Jun 1994
Fachhochschule Köln
Diploma in Business Administration · Economics · Cologne, Germany
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