Sep 2021 – Apr 2023 · 1 yr 7 mos · Bali, Indonesia

• Set-up from scratch and heading HR Operations, HRIS, and IT Support & Enterprise departments in GOTOKO which is a joint venture start-up between Gojek and Unilever operating within B2B e-commerce.
• Within 9 months period all HR, IT, Finance, Procurement, Productivity, and Collaboration processes were set-up and systems were implemented while the workforce grew from 20 to 270, along with several thousand external collaborators:
• Google Workspace Enterprise suite including all Data Loss Prevention and Info Security configurations
• HRIS (DarwinBox)
• Recruitment (Greenhouse and TurboHire)
• Employee Experience one-stop-shop platform (built in-house)
• DevOps, Desktop Support, and Helpdesk (JIRA)
• SAP S4HANA FICO, MM, and SD modules
• Task and Project Management (Asana)
• Communication and Collaboration (Slack)
• IT and Facilities Asset Management (Asset Tiger)
• All hardware and network infrastructure for 3 offices in Bali and Jakarta and 7 warehouses across Indonesia
• Enabled growth of GOTOKO from Proof-of-Concept phase to serving more than 120,000 shops (and still growing)

Apr 2019 – Sep 2021 · 2 yrs 5 mos · Jakarta

• Mapped and reassessed all HR processes, services, policies, reports and outputs, considering the
• application and benefits of automation/digitalization
• Agreed a common HCID HR process framework and taxonomy, with standardized services, features,
• and work instructions.
• Program Management of overall HR digital transformation
• Implemented new HRIS (SAP HCM and SAP Fiori)
• Implemented new recruitment system (in-house developed e-recruitment system)
• Implemented HR Service Catalogue "one-stop-shop" for all HR Services (JIRA)
• Implementing automated onboarding process solution (OpenText BPM)
• Implementing document management digitalization solution (OpenText ECM)

Oct 2017 – Apr 2019 · 1 yr 6 mos · Gurgaon, Haryana, India

• Project stabilization, roll-out, and post go-live support of SAP HR and FICO
• Improved eNPS results over 2 waves through focus group discussion, key issues identification &
• corrective action implementation
• Migrated e-recruitment system and increased system speed and performance
• Implemented AI Chatbot tool assessing employees engagement
• Managed all operational risk, audit, and policy maintenance agenda within HR
• Acted as the HR Business Partner for Marketing, Customer Experience, and Legal departments
• Redefined the ExCo weekly governance framework by implementing the Balanced Scorecard
• methodology
• Scoping, requirement definition, RFP preparation, and system piloting of “Paperless HR” solutions

Jun 2014 – Oct 2017 · 3 yrs 4 mos · Prague, Czechia

• Led a department of 18 direct report FTE´s and tens of external contractors, with an overall
• responsibility for P&L and TCO of the SAP solution within the CSOB Group for Czech Republic and
• Slovakia
• Delivered projects to timescale and budget such as implementation of SuccessFactors in HR,
• Enhancement Pack 7 upgrade, conversion to Unicode, implementation of Solution Manager, in-sourcing
• of ICT department, etc.
• Met budgetary, cost reduction, and service quality targets year-on-year through installing a culture of
• continual improvement
• Prepared annual work plans with business domains and ensured that the SAP CC has the skill and
• capacity to fulfill these plans
• Set-up of governance processes and SLA´s with business domains around change management,
• incident handling, request management, and overall service management of the SAP solution

Feb 2012 – Jun 2014 · 2 yrs 4 mos · Prague, Czechia

• Led implementation project of new tax regulatory requirements (FATCA) through matrix management
• of 12 work streams across all the segments of the bank and 4 daughter companies, reporting directly to
• the CFO Board Member
• Led implementation project of SAP HR (PY, OM, PA, ES)
• Led the program of Business Process Management (BPM) implementation focused on delivering
• process improvements in the Finance segment; from creating buy-in of the senior management
• team, across definition of core processes and process owners, through teaching the methodology,
• to preparation of annual process improvement plans and monitoring the implementation of 18
• improvement projects, personally leading several of them

Mar 2009 – Mar 2012 · 3 yrs

• Created acceptance that a systematic process improvement approach creates significant and measurable improvement
• Supported board members and direct reports in analyzing improvement ideas and scoping improvement topics
• Led global six-sigma DMAIC activities and workshops from scoping to project management of the solution implementation:
• o Invoicing Process: reduced discrepancy between agreed an charged amounts from 32% down to 1.8%
• o Credit Note Process: reduced average processing time from 42 days to 12 days
• o Cost Accounting of Fix Price contracts: increased allocation to relevant projects from 62% to 100% and eliminated 18 man-days of manual effort per month
• o Contractor Purchase Orders & On-boarding: reduced processing time from 18 days to 4 days
• Designed, developed, and implemented process improvement/process compliance trainings and facilitated workshops:
• o Global six sigma/LEAN awareness training including process simulation for 3,500 employees
• o Personally delivered in EMEA region 20+ sessions for 250 participants
• o Process governance workshops globally across IT Services locations for 44 Key process owners
• o Prepared and conducted LEAN/waste identification workshops within one department
• o Senior management team workshops addressing results from Business Partner Satisfaction Survey

Mar 2006 – Mar 2009 · 3 yrs

• Six-month project assignment at a newly opened B2B Integration Competence Centre in Malaysia:
• o Designed and implemented engagement and quality control processes between B2Bi CC and several DHL Business Units
• o Defined and implemented quality reporting measures and KPI’s to be tracked
• Designed, developed, and implemented a process tailoring mechanism used by departmental projects which was later adopted as the global IT Services standard for all projects to tailor their processes
• Defined and implemented an audit approach and plan to monitor process compliance through bi-weekly project audits and follow-up on corrective actions
• Ensured all quality standards, processes, procedures, and work instructions are defined, agreed and maintained globally
• Ensured all new / amended processes and tools are effectively communicated, rolled out, and users trained

Sep 2004 – Mar 2006 · 1 yr 6 mos

• Implemented a reporting framework for controlling project statuses for up to 25 project managers in EMEA region
• Designed and implemented Programme Management Office (PMO/PSO) processes and workflows within department
• Co-ordinated program of transition to a recharging budgetary model in accordance with ITIL standards.
• Co-ordinated leading service parts logistics projects between DHL and HP
• Co-ordinated program of transitioning Logistics Information Systems from UK and Switzerland to the Czech Republic
• Managed training requirements of inbound personnel from needs identification to course implementation
• Facilitated all knowledge transfer from outbound permanent and contractual staff

Nov 2003 – Sep 2004 · 10 mos · Prague, Czechia

• Attracted worldwide customers and delegates across a variety of industries and business sectors
• Performed corporate analysis which included building client portfolios and a business intelligence database
• Generated new business revenues through cold-calling of potential prospects
• Developed relationships and managed client accounts to achieve and exceed monthly and quarterly targets.
• Conducted market research, generated leads, and qualified prospects within Professional Training and Eastern European Conference divisions

Mar 2003 – Jul 2003 · 4 mos · Prague, Czechia

• Analyzed the current status of sales and marketing efforts within the company
• Conducted market analysis and identified worldwide target entry markets for Skoda Engineering
• Defined the 24-month strategy (roadmap) for expansion of current market share and new market penetration
• Conducted market and legal research needed to enter specific countries' markets

Feb 2003 – Jun 2003 · 4 mos · Prague, Czechia

• Managed the realization of a country-wide survey with target market doctors and medical personnel
• Developed relationships with field sales representatives for purpose of data gathering
• Assessed the competitive share of voice for one product line
• Prepared the annual marketing plan for one product line based on the competitor analysis