Experience

YS Talent Consultancy

• Sweden
• Business Consulting and Services
• 1 - 100 Employee

• Co-Founder

  • Feb 2021 - Present

• Advisory Board Member ("stealth mode" startup in Technology)

  • May 2023 - Present

• Human Resources Consultant at a pre-seed startup in Climate Technology

  • May 2023 - Present

• HR Operations for Paebbl - The re-store carbon Company

  • Dec 2022 - Present

• Chief Mentor and Customer Development EMEA at Collective Brains

  • Jan 2021 - Present

• Ambassador and Investor for Threefold - A peer-to-peer Internet for all

  • 2019 - Present



Insight

• Poland
• Business Consulting and Services
• 1 - 100 Employee

• VP human Resources EMEA

  • Mar 2017 - Sep 2022

  When an external headhunter approached me for this role, I turned it down. But when the person in the role spoke to me I realised that the company had the same values as I do. They also had an exciting transformation project so I decided to move on. Insight was transitioning to a Globally recognised Solutions Provider which meant many exciting projects. I started to align and transform the HR team from a well-oiled admin organisation to a proactive strategic HR business partner and built an HR Strategy aligned to the overall business strategy. After discussions with the senior leadership team, I implemented a European learning and development team and a sales enablement team. This supported our teammates in the transformation and Insight in becoming a learning organisation. To enhance our strong values we started to build out our Diversity and Inclusivity by creating InsightAlly’s and Teammate Resource Groups. The results were that our NPS engagement score went up every year and ultimately resulted in ‘Great Place To Work’ certification in six countries and being awarded ‘Europe’s Best Workplaces’. To drive our sustainability goals we decided to ‘ditch’ the plastic awards and instead started planting trees for our teammates and used several new digital platforms to reduce our carbon footprint. To attract new talent we introduced and build our Insight Skills Academy. To solve shortages on the market we had to be creative. We’d hire people with different backgrounds who may not have had the opportunity in technology before and in an intense 24 months, we supported them with on the job training to become successful. Show less



► Riverbed Technology

• Senior Director Human Resources EMEA

  • 2012 - 2017

  Riverbed was in a transformation from a product company to multiple products and ultimately to a solutions company. This meant a lot of changes for the company and the employees. In the process, I strengthened HR from an admin function to a value-adding business partner. I worked with the GM on his approach to the transition as it is not only about revenues and Sales but also about management styles. Working with the GM we decided to take a different management approach for our Sales teams. To implement this new approach, we trained the management and gave them practical tools to change how the account managers engage with their customers. Another challenge was the company going from public to private. With private equity, there were different kinds of financial reporting and structural changes happening. We achieved the changes with below industry average attrition. By teaching the sales team how to sell multi-products and solutions they closed greater deals resulting in higher returns in line with the company strategy and goals. Show less



Right HR Solutions BV

• Human Resources Consultant

  • 2012 - 2014

  I always had a dream to work for myself so when I got my Bachelor it seemed the right time to start something new. With Right HR Solutions I supported Senior HR leaders through coaching and mentoring. I also worked with US and European start-ups that wanted to build or expand their footprint in Europe and wanted to rapidly scale their business. Most start-ups I've worked with were in the blockchain, Open Source and software development area and had between 25 and 250 employees. I always had a dream to work for myself so when I got my Bachelor it seemed the right time to start something new. With Right HR Solutions I supported Senior HR leaders through coaching and mentoring. I also worked with US and European start-ups that wanted to build or expand their footprint in Europe and wanted to rapidly scale their business. Most start-ups I've worked with were in the blockchain, Open Source and software development area and had between 25 and 250 employees.



Curvature

• United States
• IT Services and IT Consulting
• 300 - 400 Employee

• Senior Human Resources Director EMEA & APAC

  • 2010 - 2012

  Curvature needed help setting up their HR in The Netherlands, Singapore and the United Kingdom. As I was studying at the time it worked out well to take on this fun and interesting yet less challenging role which gave me time to also focus on my bachelor's degree. My main goal was to set up the HR function in Curvature to sustain their future growth. Building an organisation from scratch was something I’d never done before, so in the process, I learned a lot about operational challenges in and outside HR. Growing the business in Singapore through mentoring the managing director still puts a smile on my face. Show less



Progress

• South Africa
• Financial Services
• 1 - 100 Employee

• Senior Director HR EMEA

  • 2006 - 2010

  My “peace and quiet” as an HR Business Partner didn’t last long, after a year at Progress I was promoted to Senior HR Director, extending my area from DACH to EMEA.I enjoyed working hand in hand with an inspiring leader who helped me understand that my sweet spot is change, culture or business. This was as we would go through a major transformation with Progress in EMEA. He was great at making businesses sustainable through speed, execution, ROIs, and understanding why what he implemented worked.In the transformation letting people go was not easy, but with education and communication, showing them why it was needed for the survival of the company, we got people on board with the change. By doing so they actually helped us as well through the change. Show less

• HR Business Partner DACH region

  • 2006 - 2006

  After the rapid expansion and growth at Infor Global Solutions, I wanted to catch my breath and slow down for a bit. I accepted a role for HR Business Partner DACH which would give me an opportunity to do so.



Infor

• United States
• Software Development
• 700 & Above Employee

• VP HR EMEA and APAC

  • 2006 - 2006

  Due to my extensive European experience, I moved back to Europe to help the company with further growth in its core markets. Soon APAC was added to the Global footprint through acquisitions. We were well on track to become the third-largest ERP provider in the world.

• Chief Human Resources Officer

  • 2004 - 2006

  As I played a crucial role and had been part of the rapid expansion the company went through, I was asked to take responsibility for Human Resources Globally. In this new role I became a member of the Global Executive Leadership team. I learned a lot about the US work culture, how it differs from where I grew up and the challenges and benefits of being in a Global Executive Leadership team. The biggest lesson from this experience is that it made me a global citizen. This helped me build bridges between cultures later on in my career. Show less

• HR Director EMEA

  • 2001 - 2004

  Infor Global Solutions was acquired by new owners who were on a mission to build the third-largest ERP company in the world. To accomplish this a whirlwind of mergers and acquisitions started.With the acquisition of a 2000 people German company, my German language skills helped the company secure great deals.After that, we acquired another 15 or so companies, growing from 200 to 8000 people worldwide. It was one of the toughest and most rewarding learning curves I’ve experienced in my career but I enjoyed every minute of the journey. I particularly liked the acquisition talks: meeting new cultures, the complexity of HR and integrating the Sales team within 90 days. The most valuable lesson is how cultures play a big role in merging companies together. By figuring out how to balance my responsibilities with the influence of my new job title I learned how to become a true executive. Show less

• HR Manager Benelux

  • 2000 - 2001

  I was promoted from recruiter to HR Manager Benelux when the position became available, which was a dive into the deep end of the people function. I was fortunate that my boss fully supported me and mentored me in this role and beyond. Given my experience with the Software Engineers, I was able to adapt quickly and I could see how HR played a major role in the overall business.

• Technical Software Recruiter

  • 1999 - 2000

  I started as an interim recruiter through an agency that some friends started. The assignment was challenging as they were looking for highly qualified software engineers. It gave me a lot of new insights into people and technology companies and how Software Engineers think and behave and I learned how to attract them to Infor.