Founder and Director
Grow Empower Lead
Total years of experience :19 years, 3 Months
contemporary coaching approach in Bahrain. My aim is to assist clients in attaining personal and professional development by providing guidance and encouragement to help them become the most exceptional version of themselves. My coaching method concentrates on equipping clients with the essential tools, expertise, and self-assurance to make informed decisions and surmount obstacles. I provide strategies and resources to aid clients in becoming confident and influential leaders in both their personal and professional lives.
Manage a team of six heads of people partnering to oversee segment-specific teams of people partners— foster a culture of independent problem-solving and people-focused management. Transform global people partnering capabilities to focus on sharing data/trends with business and coaching leaders to take ownership of people management responsibilities, leading to improved action planning concerning annual engagement survey results and other employee experience indicators. Deliver P&C cycle programmes and businesscritical initiatives for providing exceptional leader and employee experience. Implement a problem-solving, solution oriented climate across people partnering to eliminate complexity and promote high-impact delivery in resolving critical issues to enable sustained quality service delivery to business.
Key Accomplishments;
• Delivered support to 1200+ segment and functional leaders, equipping leaders with the necessary tools to lead and support teams.
• Planned and executed a global redundancy programme within three months, achieving agreements from Unions, Works Councils, and Employee Representatives, resulting in a cost-saving of Euro 10M to business.
• Steered global people partnering function by transitioning from geographic to segment and function matrixed structure, resulting in a shift in service ofering mindset to serve the business better.
• Ofered strategic people and culture engagement to client groups, focusing on creating a culture of listening to employee groups, harnessing collaborative methods of continuous improvement and driving organisational success
• Leveraged support from COEs to ensure the right talent in the right roles, with assessment programmes and development opportunities in place to target the right skills and competencies for current and future roles.
• Directed organisational restructure project for Hempels new way of working, afecting 7, 000 employees from development phases to completion, whilst collaborating with segment and functional strategic business partners and other organisational leaders to implement workforce strategies to enhance culture and work environment.
• Increased impact on women in leadership roles to 27%, exceeding strategic expectations, by fostering a diverse, inclusive, respectful, high-performing, and empowered organisation through partnering with business leaders to verify all People and Culture practices and programmes in place and well understood.
Championed change and drove conscious emphasis on performance delivery by cooperating with the commercial excellence team and developing a communication strategy aligned with performance. Engaged in profitability by closing unproductive business areas and reinvesting in others based on data-driven and qualified information. Enhanced organisational agility, productivity, and employee management by introducing a KPI-focused approach centred around agility, growth, and profitability across all functions. Designed Hempels global people DE&I sustainability strategy - Futureproof - aligning with global needs and company aspirations, including diversity and inclusion initiatives and a flexible work philosophy.
Key Accomplishments;
• Established Hempel global diversity council, bringing together employees and leaders across the business to deliver on DE&I priorities with and for business.
• Developed people and culture teams in-depth knowledge of local labour laws across the region, significantly reducing costs and decreasing reliance on external fees.
• Formalised talent review process to identify high-performing employees and create individual development plans, resulting in a robust succession planning pipeline for timely deployments to new roles.
• Mentored a team of nine and partnered with the vice president and leadership team in a complex matrixed organisation across nine countries for overseeing 570 employees.
• Served as a member of the Middle East leadership team for engaging and collaborating with businesses to oversee a full spectrum of people and culture activities, including M&A of new entities.
• Aligned and optimised regional practices in employee benefits and career frameworks to ensure consistency and fairness across the organisation.
• Chaired development and facilitation of global training in DE&I for delivering to 295 top leaders in the organisation, resulting in increased awareness and understanding of the importance of diversity and inclusion.
Created robust people and culture function in the Middle East by recruiting skilled and competent team to build trust and integrity in business and developed a comprehensive P&C functional cadence of activities in
the Middle East, which led to achieving best-in-class policies, procedures and service to internal customers, including all employees. Collaborated with stakeholders across the business to address employee relations matters transparently and ethically in a diverse region. Applied talent management initiatives to identify, recruit, develop, and retain top talent for designing robust pipelines for succession planning. Spearheaded employee development through tangible processes to deliver results across the organisation and presented performance management processes for managing and delivering HR interventions to maximise employee contributions at all levels.
Key Accomplishments;
• Achieved best-in-class employee engagement scores by fostering a culture of engagement and transparent communication through employee forums and annual surveys.
• Performed as a true business partner and executive management team member for aligning P&C strategy with business requirements and the overall Global Hempel five-year strategic plan.
• Deployed a complete overhaul of the performance management system, including the management team, resulting in improved employee performance and retention.
• Headed People and Culture function in old-world culture with a toxic work environment, resulting in a shift to a more positive and employee-centric culture.
• Advocated for employee engagement by focusing on engagement survey action and delivery, resulting in the region becoming best in class for employee NPS within a global organisation.
Administered change management plans, communications and announcements, and supervised re deployment and restructuring initiatives. Devised comprehensive training programmes across the organisation by working closely with the management team to ensure efective execution of the annual training matrix. Ofered guidance and coaching to managers to ensure accountability for HRrelated matters whilst expertly managing compliance with labour legislation and industrial relations initiatives.
Key Accomplishments;
• Implemented cost-saving measures during economic decline.
• Led transformation from traditional personnel management to modern HR management practices.
• Hired top talent for Ireland and Northern Ireland to promote equality of opportunity and provide career planning advice to team members.
• Advised on all areas of employee relations across all departments for driving efective management and compliance with Irish and UK employment law.
• Served as trustee of Crown Paints Ireland Pension Scheme for liaising with external parties, such as Administrators, Investment Managers, and The Irish Pensions Board.
• Steered company labour cost of €6.6M, including identifying and modifying employee benefit schemes, such as basic gross remuneration and pension schemes (defined benefit and defined contribution).
