May 2025 – Oct 2025 · 5 mos

Mar 2022 – May 2025 · 3 yrs 2 mos

Jun 2019 – Mar 2022 · 2 yrs 9 mos

• Lead the People Strategy and HR function for AZ's Latin America business, covering over 2,000 employees and $900M revenues in markets including Brazil, Mexico, Argentina, Chile, Colombia and Central America & Caribbean

Jan 2017 – Jun 2019 · 2 yrs 5 mos

• Lead the HR function for AstraZeneca Nordic-Baltic, delivering HR Business Partnering, Services and Expertise for more than 400 employees across 7 countries

Jan 2014 – Dec 2016 · 2 yrs 11 mos

• HR Business Partner to four GPPS & CA functions - Oncology, ING (Infection, Neuroscience, Gastrointestinal), Business Development Operations and Corporate Affairs.
• HR project lead for a number of M&A projects with responsibilities for HR components of due diligence, transaction management and integration. Led the HR workstream of AZ's acquisition of the Almirall Respiratory franchise successfully transferring ~700 employees in 10 different markets.

Aug 2013 – Dec 2013 · 4 mos

• Four month assignment as project lead for the AZ culture jam - a virtual online collaboration event to engage employees globally in a set of new company values. Achieved upper quartile participation levels throughout the three day event.
• Led internal project team of workstream leads to prepare and deliver all communications, content, facilitation and analytics support.
• Established network of 150+ values champions and 600+ local language facilitators across all AZ functions and markets to drive meaningful participation amongst employees in offices, manufacturing sites and field force sales roles.
• Engaged with senior management up to and including CEO level to brief and support before and during the event.
• Managed relationships with third party suppliers for technology and communications support.

Dec 2012 – Jul 2013 · 7 mos

• Project management and governance of the annual AZ talent process, co-ordinating local and regional talent reviews across all AstraZeneca business areas and markets. Line management of global co-ordinator team.
• Delivered the strategic annual talent report for 2012, incorporating inputs from various data sources, to make recommendations for 2013 cycle to HR Leadership Team and Global HRBP community.
• Worked with HRBPs and Regional Talent Leads across all AstraZeneca markets to define the 2013 Talent Management calendar and cascade standard templates and process. Provided coaching and support to ensure local and regional talent priorities progressed.
• Established processes to regularly monitor and report on talent development and key retention risks at a time of significant organisational change. Provided standard monthly and ad hoc reporting to Senior Executive Team and HR Leadership Team.
• Established relationships with HRIS and HR Reporting / MI to improve as-is Talent processes and prepare for future system enablement via SAP HR solution.

Apr 2011 – Nov 2012 · 1 yr 7 mos

• Accountable for the delivery of the business-wide annual employee engagement survey covering 60,000 employees, working in 100+ countries and using 40 different languages.
• Provided results analysis and insight to management and leadership teams within the business, up to senior executive and board level. Types of analysis used included performance compared with internal and external norms, statistical techniques (correlation, regression) and textual analysis of some 20,000 free text comments.
• Designed standard reporting formats for the provision of automated reports to for some 1,500 reporting groups across the business. Enhanced online results toolkit and intranet pages to facilitate self service and sharing of best practice and resources.
• Working with internal communications, designed and delivered a global survey communications plan, achieving the highest survey participation rate in the survey’s ten year history. Employee perceptions of actions having been taken as a result of the previous survey also increased to external high performing levels.
• Led an internal, virtual team of ten business area leads and 100+ survey champions to ensure successful delivery of the project. Maintained effective relationships across diverse geographical regions and business areas.
• Managed relationships with external service providers so that the project was delivered to required timescales and quality standards. Ensured key project tools - such as the project plan, risk register, and post implementation review - were produced and effectively maintained.

Apr 2009 – Apr 2011 · 2 yrs

• Established standard monthly and quarterly routines to enable the collation and cleansing of data from multiple, disparate data sources around the organisation. Worked with central and local teams to extend the scope of these data sources to incorporate key data from emerging markets in Asia Pacific, Eastern Europe and Latin America.
• Delivered standard and ad hoc reporting and insights into the company’s human capital, primarily designed for a senior executive and senior leadership audience. Aligned all key reporting outputs with the company’s newly launched internal visual and verbal identity.
• Provided quarterly measurement dashboards relating to HR functional performance, around effectiveness and efficiency of the HR service, for use by the HR leadership team. In addition to an enterprise wide view, designed measurement frameworks for specific functions such as Learning & Development, and the HR Services organisation.
• Working with a third party supplier, delivered the annual human capital benchmarking report integrating company data with external functional and multinational norms, in order to assess risks and opportunities compared with the external market.

Dec 2007 – Mar 2009 · 1 yr 3 mos

• Accountable for administration team of 20, with direct line management of ten people including one Team Leader. Recruited and directed the training of all new starters to the team. Ensured effective performance across all team members using performance management and coaching.
• Managed growth in the service offer of both teams linked to HR re-structure. Worked with change team to develop a suite of reports and tracking tools to support newly created roles. Ensured communication plan and training in place to engage team and wider HR community.
• Maintained and reviewed departmental process maps to ensure efficiency, accuracy and appropriate compliance procedures in place.
• Managed relationships with key customers to HR MI and Learning Administration teams, and represented teams in cross-HR projects.

Feb 2006 – Nov 2007 · 1 yr 9 mos

• Line managed three administrators, including coaching and training to encourage greater knowledge share across the team.
• Verified output of team ensuring accuracy and compliance with business information security procedures.
• Led comprehensive process review across the team. Devised standard format and led process mapping of all standard reporting across the team. Established key audit checks within each process and ensured all output checked consistently.
• Measured delivery of HR MI service to service level agreements.
• Acted as first point of contact for all service requests made to the team, agreeing requirements and delivery times with the customer. Established ad hoc request process with standard service level agreements to improve consistency of service.
• Conducted engagement of key customers.

Apr 2005 – Jan 2006 · 9 mos

• Established key reporting formats following transfer of all HR MI production from Head Office into HR Shared Services. Built relationships with customers to understand requirements and adapt formats to different audiences.
• Devised tracking and collation process to allow standardised reporting of Christmas recruitment measures. Provided store exit interview analysis tool to ensure one best way analysis at every store.
• Produced standard monthly analysis document for use by Retail Divisional Heads of HR. Undertook ad hoc reporting and analysis as requested by departmental manager.

Sep 2003 – Mar 2005 · 1 yr 6 mos

• Accountable for sales and cost performance across a number of different departments including Foods, Clothing and Home. Accessed and reviewed sales and stock reports to identify risks and opportunities across the department and take appropriate action.
• Line managed Section Managers within each department and undertook line management and leadership training to do this including absence, disciplinary and recruitment policy modules.