Project Examples
Feel free to contact me for more project examples or details.
Turning People Strategy into a Business Narrative
A DAX 40 retail company needed a people strategy that could do more than sit in a document. The executive board wanted something that would align the organisation internally, hold up in investor conversations, and genuinely reflect where the company was heading.
Working directly with C-suite and senior leadership, I designed and facilitated a series of executive workshops to develop the strategy from the ground up, including a new set of people values. I ran focus groups across the organisation to pressure-test the direction before rollout, ensuring the strategy landed with credibility at every level.
The new people strategy and values were rolled out across the organisation, to investors, and publicly. Leadership had a clear, aligned narrative they could own and communicate with confidence.
Building a Shared Standard for Learning
A large international organisation had no consistent way of measuring how mature its learning function was across business units. Without a common baseline, it was impossible to prioritise investment, track progress, or make the case for Learning & Development (L&D) as a strategic capability.
I designed and implemented a structured Learning & Development maturity assessment covering the full operating model and ran it across the company and its subsidiaries over multiple years. Each cycle produced individual unit results, a global picture, and a tailored set of recommendations for the next stage of development.
The assessment became an annual fixture, giving the organisation a shared language and a measurable trajectory for L&D development. Maturity scores increased across the company over the programme period.
Designing the HR Organisation for a Digital Future
A DAX 40 company undergoing a major digital transformation needed its HR organisation and governance structure to evolve alongside it. The existing setup had not been designed with the demands of a global digital programme in mind, and the gap was becoming a risk.
I analysed the current HR organisation and governance structure in detail, assessed what the transformation would require, and developed a target organisation design through stakeholder workshops and alignment sessions. I also defined an initial rollout plan from the HR organisation perspective to support the broader programme.
The organisation had a clear HR structure and governance blueprint to anchor the digital transformation. The programme had a stable organisational foundation to build from, with roles, governance, and structure defined before the rollout began.
Designing a Job Architecture Across the Organisation
A global organisation needed a consistent, integrated job architecture that could support talent management, career development, and organisational clarity across all job groups and functions. The existing structure had grown organically and lacked the coherence needed to support the organisation's strategic ambitions.
Working across the organisation, I developed a new global job catalogue and role framework covering all job groups. The design process involved close collaboration with business stakeholders to ensure the architecture was both strategically coherent and practically workable across different functions and geographies.
The organisation had a consistent, integrated job architecture that created clarity across roles, supported integrated talent management, and gave the organisation a shared language for how work is structured and how careers develop.
Reconnecting HR to the Business
A DAX 40 company's people strategy had drifted out of step with its evolving business direction. The HR function needed a clearer story, one that could articulate its strategic contribution to the wider organisation and to external audiences.
I conducted a full review of existing strategic HR materials and ran stakeholder interviews, workshops, and alignment sessions across international leadership groups. I then updated the people strategy, vision, mission, principles & story, and designed an integrated strategic framework that made visible how HR actively supports business outcomes.
The organisation had a refreshed, coherent people strategy & a clear framework for communicating HR's strategic role, used for company-wide communication, investor relations, and public positioning.
Building L&D Capability in an Established Team
An established L&D team had brought in new members with strong HR backgrounds but no prior L&D experience. The team needed them to get up to speed quickly and contribute independently without a long ramp-up period.
I onboarded, coached, and upskilled the new team members in L&D strategy, operating models, and practical implementation. I worked alongside them to develop a concrete roadmap with short, medium, and long-term priorities, making sure the learning translated directly into their day-to-day work.
The new team members were able to contribute independently within a short timeframe, with a clear understanding of the L&D landscape, a working roadmap, and the confidence to drive it forward. The knowledge was embedded and did not depend on continued external support.