Compounding what scales. Eliminating what doesn’t add value.

As a 3x Regional & Global Head of Talent in leading tech companies, I’ve overseen hyper-growth on a global scale, responsible for 5,000+ hires whilst driving recruitment more efficiently and increasing velocity.

I’ve managed up to 60 in talent team size and $2M P&L to deliver on workforce targets.

This experience enables me to translate budgets, business & market context into hiring and growth solutions that drive profitability.

Executed against successful expansion in Europe, Asia and the US on multiple occasions:

• Grew South EastAsia presence (Google) from 350 to 600 FTE across 6 emerging markets, over 2 years

• Delivered on hyper-growth on a regional scale: 140% YoY growth, delivering 1,800 hires pa in 15 countries across GTM, G&A and Tech domains (Google Asia)

• Executed on new market entries in >10 countries and 3 continents

• Grew by 2X the global field sales org of SaaS scale-up (Ideals) within 1 year

• Scaled talent acquisition teams from 3 > 5 > 15 > 35 > 60

Talent success is where hiring excellence meets commercial impact.

I’ve built and led talent functions from the initial hires to hyper scale in highly ambitious tech companies. To compete in this talent market, I implemented research backed assessment and hiring methods with predictive power to drive results:

• Oversaw 5,000+ hires in over 45 countries across engineering, product, sales, corporate functions and exec search

• Individually placed 500+ people in over 20 countries across Europe and Asia

• Developed systems where every role is tied to commercial impact and every new hire raises the bar

The most impactful people teams deeply understand the commercial context they operate in. They share the following characteristics which are part of my DNA:

• Commerciality: business centricity, clear link between hiring, performance and $ financial outcomes

• Quality: precision meets speed, quality of hire as a first principle in recruitment

• Efficiency: operational rigour, clean workflows, measurable goals, refined by constant improvement cycles

The right technology reduces friction.

During my two decades as talent expert in pioneering tech companies, I scaled up environments where technology is core to amplify performance and stakeholder value.

Working smarter means utilising the right HR technology to elevate your business:

• I’ve used and transacted 100+ tools and integrated multiple SaaS solutions including AI tech in people departments

• Demo-ed >30 AI tools in the last year, able to recommend the right solution by stage, setup and budget

• In my role as talent leader, I’ve empowered several organisations to become more tech savvy, to adopt new tools and new ways of interacting with technology

• Staying on top of trends to cut through the noise: by using AI daily to enhance my work and testing 1x new tool each week. Because the fastest way to see what new technology can do for us is to experiment and critically assess

AI powered cultures enable a new kind of growth, and a different organisational blueprint altogether. I operate at the Tech-People intersection where org building of the future happens as we redefine the rules of scaling a business.

Disrupt. Evolve. Thrive

I bring a blend of leadership and change management experience in cutting edge innovation environments. This helps me support clients in navigating a future that is still unfolding.

Embracing change is also part of my personal journey. I’ve navigated life and work in 5 countries in Europe and Asia, in scale-up and established tech companies. These change experiences enabled me to stay curious and learn fast from a broad spectrum of growth stages, maturity levels and cultures.

Throughout my career I’ve designed and implemented a variety of organisational transformation efforts with lasting impact:

• Global scale alignment of talent operating models with business goals

• Multiple global people and recruitment process redesign efforts to deliver competitive advantage

• De/re-centralisation of functions, post M&A scenarios and culture change

• Reduction in force, organisational restructure

• Outsourcing, offshoring and near shoring

• Systems and technology change and adoption