Jan 2025 – Present · 1 yr 4 mos · Switzerland · Remote

• I write at the intersection of leadership, performance, and wholeness - for people who are outwardly capable, trusted, and successful, and quietly stretched or disconnected beneath the surface.
• My work explores what happens when high performance begins to cost too much and what allows leaders to stay grounded, clear, and aligned inside fast-moving systems.
• Anchored: Staying Grounded When Everything Speeds Up
• Amazon Bestseller (Germany #2 | UK Top 15 | US Top 20)
• For leaders who want to perform at a high level without becoming reactive, depleted, or disconnected as everything accelerates.
• Anchored speaks to the moment when coping stops working - when urgency, fear, or perfectionism begin to run the show - and offers a practical framework for staying clear, centred, and grounded inside demanding environments.
• It bridges nervous system awareness, organisational reality, and leadership behaviour - helping leaders thrive within the system without losing themselves to it.
• Awakening to Wholeness: A Life Unmasked
• Amazon Bestseller (US #3 UK Top 20 )
• For those who have achieved everything they thought they were meant to - and still feel a quiet disconnection from themselves.
• This memoir explores identity, belonging, and the subtle erosion of self that can accompany adaptation and external success - and the courage required to peel back roles, conditioning, and survival strategies in order to return to inner truth.
• Embrace Your Truth: A Journal for Personal Growth
• A guided reflective journal for readers who don’t want more information - but space to listen.
• Designed for those who sense their body knows more than their mind will admit, it offers structured prompts to slow down, hear what has been quieted, and explore personal truth through reflection rather than performance.

Oct 2024 – Present · 1 yr 7 mos · Zurich, Switzerland · Hybrid

• Provides interim and project-based HR leadership to organisations navigating transformation, growth, and complexity, particularly where deep HR expertise is needed but a full-time hire isn’t the right fit. Focus areas include organisational design, HR transformation, workforce planning, cultural change, labour relations, and leadership pipeline development.

Jan 2025 – Present · 1 yr 4 mos · Zurich, Switzerland · Hybrid

• A leadership development and coaching practice supporting quietly powerful professionals through transition, reinvention, and conscious growth. I work with individuals and teams to strengthen alignment, presence, and purpose without losing themselves in the process.
• Explore more at thechangecanvas.ch or via the company page on my profile.

Mar 2023 – Sep 2024 · 1 yr 6 mos · Switzerland · Hybrid

• As a member of the Global HR Leadership Team, I shaped HR transformation strategy across 30+ countries, with a focus on modernising operations, optimising HRIS and payroll systems, improving efficiency, and strengthening compliance.
• Led a multi-vendor RFP for payroll and HR shared services, creating a clear roadmap for cost optimisation and process efficiency.
• Co-developed a future-ready HR operating model, identifying opportunities for workforce planning, process redesign, and scalability.
• Delivered a global payroll and HRIS diagnostic across 30+ jurisdictions, uncovering risks, inefficiencies, and inconsistencies in vendor usage.

Nov 2022 – May 2024 · 1 yr 6 mos · Zurich, Switzerland · Remote

• Provided strategic guidance to the management board of a global talent intelligence and executive search firm, contributing to long-term positioning, workforce insights, and growth strategy.

Jun 2022 – Feb 2026 · 3 yrs 8 mos · Switzerland · Remote

• Serve on the Board of a Swiss foundation supporting charitable projects that empower individuals and strengthen social, economic, cultural, and ecological systems.
• Provide board governance, strategic oversight, and advisory input on philanthropic initiatives and partnerships.
• Support programmes focused on community empowerment, education, sustainability, and capacity building.
• Partner with fellow board members and stakeholders to ensure alignment of projects with the foundation’s mission and long-term impact goals.

Sep 2019 – Aug 2022 · 2 yrs 11 mos · Zürich Area, Switzerland · Hybrid

• At Takeda I sat on two leadership teams concurrently representing Europe & Canada on the Global HR Leadership Team, and serving as HR lead on the EUCAN Executive Leadership Team. I also led Labour Relations and Industrial Relations across Europe, including oversight of the European Works Council (EWC).
• Co-designed a global HR operating model, embedding regional centres of excellence and consolidating HR operations and shared services for scalability.
• Rebuilt the EUCAN HR function, moving from fragmented country approaches to a unified People Strategy, repositioning HR as a strategic business partner at executive level.
• Renegotiated the European Works Council agreement, enabling faster alignment and delivery of a multi-country workforce reshaping.

Sep 2016 – Jun 2019 · 2 yrs 9 mos · Chertsey, Surrey, United Kingdom · On-site

• At Astellas I sat on two leadership teams concurrently representing EMEA on the Global HR Leadership Team, and serving as HR lead on the EMEA Executive Leadership Team. I managed a decentralised HR team of ~200 across 40+ countries with a significant regional budget, overseeing organisational design, workforce planning, and labour relations.
• Worked collaboratively with senior leadership to rebuild external credibility, securing readmission to the UK ABPI regulatory body, restoring compliance and stakeholder trust.
• Delivered multiple organisational restructures, divestments, and operating model redesigns, navigating complex consultations with Works Councils and trade unions.
• Optimised talent acquisition, contractor management, and benefits administration, improving efficiency and effectiveness across the region.

Feb 2015 – Aug 2016 · 1 yr 6 mos · On-site

• Following the Novartis–GSK Consumer Health joint venture integration, I was selected as the HR lead for Global Consumer Health R&D. I sat on the Global R&D Executive Team as HR representative and on the Consumer Health HR Leadership Team, representing the R&D function during a period of large-scale integration and transformation.
• Led post-JV organisational redesign, including site consolidation, spans of control, and structure realignment.
• Oversaw leadership assessment, succession planning, and workforce capability reviews, ensuring continuity and future readiness.
• Built strong internal and external talent pipelines, enabling rapid resourcing of critical R&D roles across global markets.

Jan 2013 – Jan 2015 · 2 yrs · On-site

• When I joined GSK, I was the Strategic HR Business Partner to two global leadership teams the Oral Health Category and Consumer Health R&D while also sitting on the Global Consumer Health HR Leadership Team.
• Led phased restructuring of Consumer Health R&D, embedding stronger talent management practices and organisational effectiveness.
• Co-created a multi-year Talent & Culture roadmap, embedding succession planning, leadership development, and employee engagement.
• Introduced the “My Winning Career” programme into Oral Health, aligning career development frameworks with organisational strategy.

Jan 2010 – Dec 2012 · 2 yrs 11 mos

• As Group Director for Organisational Capabilities, I led Rexam’s Global HR Centre of Excellence (COE) and sat on the Global HR Leadership Team, shaping group-wide people strategy for a FTSE 100 business.
• Established and led the Global COE, embedding consistent frameworks for leadership development, talent management, and organisational effectiveness.
• Overhauled the leadership development portfolio, addressing systemic blind spots and driving more effective global talent reviews.
• Strengthened succession pipelines through rigorous talent assessment and workforce planning, aligning future leaders with business needs.

Jun 2008 – Dec 2009 · 1 yr 6 mos

• As part of the Plastics Division HR Leadership Team, I held a dual role leading Organisational Capabilities for the Division while also serving as HR Business Partner to the Commercial & Marketing Leadership Team.
• Implemented group-wide people and capability frameworks within the Plastics Division, tailoring them to divisional needs.
• Built leadership capability and strengthened succession pipelines to ensure the Division had the talent for long-term growth.
• Partnered with the Commercial & Marketing Leadership Team to deliver targeted people strategies aligned with business priorities.

Sep 2006 – May 2008 · 1 yr 8 mos · On-site

• At Unilever HQ I held multiple senior HR roles, combining capability building with business partnering responsibilities.
• Partnered with the Global R&D Leadership Team to establish an R&D Academy and global development curriculum, and consolidated annual talent pipelining for the function.
• Served as HR Business Partner to the Foods Executive Leadership Team, executing the people strategy and strengthening organisational capability.
• Acted as HR Business Partner to the Chief Supply Chain Officer, focusing on succession planning and leadership development to support global supply chain priorities.

Jun 2004 – Aug 2006 · 2 yrs 2 mos · On-site

• At Unilever HQ I established the company’s first Global HR Academy during the transition to a new HR operating model.
• Built the Academy infrastructure and global platform, providing a foundation for HR capability development worldwide.
• Designed and delivered tailored programmes for senior HR business partners, strengthening consulting, organisational design, and strategic partnering skills.
• Defined the skills framework and career pathways for HR, introducing a global careers framework aligned with the new operating model.

Nov 2002 – Jun 2004 · 1 yr 7 mos · On-site

• On international assignment from South Africa, I supported the Vice President of the Finance Academy in establishing Unilever’s first global Finance Academy during the rollout of a new Finance operating model.
• Built the Academy infrastructure and global learning platform, enabling Finance’s transition to a future-ready operating model.
• Defined the Finance skills framework and career pathways, providing structure for capability building and professional growth.
• Designed and delivered new capability programmes, including Effective Investment in Brands, Decision-Making Under Uncertainty, and Performance Management.

Feb 1999 – Oct 2002 · 3 yrs 8 mos · On-site

• I first joined Unilever South Africa as a Change Manager, supporting one of the company’s largest SAP implementations, including site restructuring and process streamlining. I then moved into the Centre of Excellence as Learning & Development Manager, responsible for leadership development across multiple sites.
• Designed and implemented leadership development programmes to strengthen capability across Unilever South Africa.
• Built the Finance curriculum and career pathways, creating a structured approach to capability building within the function.
• Recognised for this work with an international assignment to Unilever HQ in London to help establish the first global Finance Academy.

Jan 1994 – Jan 1999 · 5 yrs · Durban, KwaZulu-Natal, South Africa · On-site

• I started my career in the Woolworths Retail Management Trainee Programme, gaining experience across multiple stores in Durban and Port Elizabeth.
• Appointed Store Manager in Port Elizabeth, leading one of the region’s largest operations.
• Played a key role in the opening of the Walmer Park store, building and leading teams to deliver strong performance.
• Developed early leadership experience by managing teams, driving customer service, and delivering operational excellence across diverse branches.