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Global HR Professional, specialising in Talent, ER, OD, Change, L&D and Transformation
Dan Dalessandro
,
Llandysul, United Kingdom
Experience
Skills
I'm offering
I am an Senior HR Interim Manager with Global experience across a number of industries. Recent assignments have included:
- Talent Management and Development framework creation and implementation
- Workshop design and facilitation
- Org design and people transformation for a global Digital function
- Head of L&D roles designing and implementing competency frameworks and development portfolios
- Complex ER and Restructuring projects
- Change Management and communication
- HR Transformation lead
- Succession Planning and Workforce management
- Talent Management and Development framework creation and implementation
- Workshop design and facilitation
- Org design and people transformation for a global Digital function
- Head of L&D roles designing and implementing competency frameworks and development portfolios
- Complex ER and Restructuring projects
- Change Management and communication
- HR Transformation lead
- Succession Planning and Workforce management
Markets
United Kingdom
Links for more
Once you have created a company account and a job, you can access the profiles links.
Industries
Language
English
Fluently
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2021 - 2021
freelance
HR Project Manager - Interim
British American Tobacco.
• Project Managed and led change management for a significant offshoring programme for the IT function
• Worked with IT Directors to align priorities within a rapidly changing landscape; ran CIA and established project tracking and benefits realisation
• Responsible for working with senior leaders to create and submit a number of business cases - both cost saving and value
creation with a value of c£2bn over 5Y horizon
• HR workstream lead for the creation of a Digital Innovation Lab in Silicon Valley and a Rapid Prototyping and Innovation Lab in Italy.
• Worked with IT Directors to align priorities within a rapidly changing landscape; ran CIA and established project tracking and benefits realisation
• Responsible for working with senior leaders to create and submit a number of business cases - both cost saving and value
creation with a value of c£2bn over 5Y horizon
• HR workstream lead for the creation of a Digital Innovation Lab in Silicon Valley and a Rapid Prototyping and Innovation Lab in Italy.
Change management, Project Manager, Prototyping, Innovation, C, Management, Digital innovation, Rapid Prototyping, Business cases, It, Interim, Manager, LED
2018 - 2020
freelance
Senior HRBP, Global Operations - Interim
British American Tobacco.
• Senior Global HRBP role during a time of expansion and acceleration of the new category portfolio.
• Worked with Leadership Teams to define new OD that would drive efficiency, aligning to growth strategy.
• Project managed, and delivered the reorganisation activities, working closely with recognised union members.
• Managed the full HR life cycle of activities and drove successful outcomes in a number of inherited ER matters.
• Led the action planning for the employee engagement survey, taking ownership for the design and delivery of a Change Management
Toolkit – embedding to the business through an SME approach.
• Worked with Leadership Teams to define new OD that would drive efficiency, aligning to growth strategy.
• Project managed, and delivered the reorganisation activities, working closely with recognised union members.
• Managed the full HR life cycle of activities and drove successful outcomes in a number of inherited ER matters.
• Led the action planning for the employee engagement survey, taking ownership for the design and delivery of a Change Management
Toolkit – embedding to the business through an SME approach.
Design, Change management, Operations, Leadership, Employee Engagement, Management, Growth strategy, Growth, Interim, LED
2018 - 2018
freelance
Senior HRBP, HR and Regional Teams - Interim
British American Tobacco.
• Central HR role in the matrix structure – a fast paced dynamic HQ role.
• Managing an extremely varied day to day HR provision; this included operational and administrative tasks plus strategy and senior stakeholder engagement and influencing.
• Drove the population of Regional teams, importing talent from markets and overseeing the localisation process whilst ensuring rapid onboarding.
• Supported the Head of HR with complex ER matters, acting as deputy for escalations.
• Mentored a junior HRBP on legislation, policy, employment law as well as methods for successful application and the right behavioural approach for success.
• Managing an extremely varied day to day HR provision; this included operational and administrative tasks plus strategy and senior stakeholder engagement and influencing.
• Drove the population of Regional teams, importing talent from markets and overseeing the localisation process whilst ensuring rapid onboarding.
• Supported the Head of HR with complex ER matters, acting as deputy for escalations.
• Mentored a junior HRBP on legislation, policy, employment law as well as methods for successful application and the right behavioural approach for success.
Onboarding, Interim
2017 - 2018
freelance
Senior HRBP, Legal & External Affairs - Interim
British American Tobacco.
• Senior HRBP role in a newly integrated global function supporting 12 directors, 1 board member and a day to day Global HQ client base of c200. Responsibility globally for talent, succession and careers, local responsibility for BAU HR. Given the nature of the function most of my client base are senior lawyers and external engagement professionals
• I led the Legal & External Affairs Career Development project to deliver a new career offering and I implemented the supporting career development tools and practises. A 10-month global project of considerable detail and scope that delivered a compelling career framework closely anchored to the transforming business needs, and a toolkit for leadership to drive application and sustainability.
• Key focus area of this role was realisation of the functional global OD together with ongoing reorganisations, including mobilisation of key talent via global mobility in and out of the HQ, plus regular cost and headcount tracking to LEX LT.
• Delivery of the full range of HR cycle activities: resourcing, talent management and development, ER, reward and day to day HR administration.
• This was a very exciting and busy role during a time of considerable organisational change due to a M&A and an ongoing HR Transformation programme. This required me to be exceptionally agile to changing priorities and to manage stakeholder expectations.
• I led the Legal & External Affairs Career Development project to deliver a new career offering and I implemented the supporting career development tools and practises. A 10-month global project of considerable detail and scope that delivered a compelling career framework closely anchored to the transforming business needs, and a toolkit for leadership to drive application and sustainability.
• Key focus area of this role was realisation of the functional global OD together with ongoing reorganisations, including mobilisation of key talent via global mobility in and out of the HQ, plus regular cost and headcount tracking to LEX LT.
• Delivery of the full range of HR cycle activities: resourcing, talent management and development, ER, reward and day to day HR administration.
• This was a very exciting and busy role during a time of considerable organisational change due to a M&A and an ongoing HR Transformation programme. This required me to be exceptionally agile to changing priorities and to manage stakeholder expectations.
Administration, Agile, Leadership, Sustainability, Management, M&A, Transformation, Detail, Development, HR administration, Interim, Hr transformation, Framework, LED, ME
2016 - 2017
freelance
HR Transformation Project manager
AXA Investment Managers.
• This role was responsible for leading the HR transformation project for AXA Investment Managers. HR transformation activities in scope for this role included: strategy definition, diagnosis and formulation of long terms goals, HR TOM, HR outsourcing, HR systems, process and policy, change management.
• Primarily responsible for working with HRD's and SME's to analyse the "as-is" organisation vs. the "to-be" from a cost, process, systems and service perspective to create the proposal on how we move to the target end state. Keys focus areas as on business case ROI and transition planning, governance, standards and reporting and stakeholder engagement. Additionally, establishing and leading a project team, to deliverables.
• This role required a high degree of influencing and strategic thinking, as well as detail focus, problem solving/numerical skills to create the case for change, based on diagnostic outputs.
• Ownership for change and engagement, creating the change and comms journey map, design and delivery of content and interventions.
• Primarily responsible for working with HRD's and SME's to analyse the "as-is" organisation vs. the "to-be" from a cost, process, systems and service perspective to create the proposal on how we move to the target end state. Keys focus areas as on business case ROI and transition planning, governance, standards and reporting and stakeholder engagement. Additionally, establishing and leading a project team, to deliverables.
• This role required a high degree of influencing and strategic thinking, as well as detail focus, problem solving/numerical skills to create the case for change, based on diagnostic outputs.
• Ownership for change and engagement, creating the change and comms journey map, design and delivery of content and interventions.
Design, Change management, Project Manager, ROI, Management, Governance, Service, Business Case, Content, Outsourcing, Transformation, Detail, Organization, Hr transformation, Manager, Formulation
2015 - 2016
freelance
Head of L&D, Talent, D&I and Engagement - Interim
AXA Investment Managers.
• This maternity cover role spanned two head of CoE roles with a global remit supporting an internal client base of 3000 and managing a budget of EUR3m. Team management of 7, including managers and virtual team members.
• Revised the performance management and talent management approach and processes using organisational data and metrics to build the case for change, and stakeholder feedback to drive improvements in usability and the outcomes gained.
• Delivered a “People Plan” based approach for HRBP’s to deploy with the business. This drove effectiveness within HR and efficiency for the business by enabling the business to see how organisational challenges can be addressed through robust and clear people strategy.
• Used metrics and feedback to create a new segmented people development solutions. This involved redesigning the offering for first time managers, priority talent segments, career transitions and a coaching and development framework for exec development.
• Workshop design and facilitation on topics including: change, HRBP upskilling, HR’s role as an internal consultant, goal alignment and performance management. I also supported initiatives to develop processes, toolkits and self-service materials for HR and the business.
• Created milestones for the D&I strategy delivery and engaged the business and external experts to deliver pragmatic progress. This included gaining industry press coverage, internal comms campaigns and the alignment of D&I to business behaviours and process. Focus areas included: gender, multi generations, LGBT and disabilities - increasing awareness as well as building knowledge.
• Revised the performance management and talent management approach and processes using organisational data and metrics to build the case for change, and stakeholder feedback to drive improvements in usability and the outcomes gained.
• Delivered a “People Plan” based approach for HRBP’s to deploy with the business. This drove effectiveness within HR and efficiency for the business by enabling the business to see how organisational challenges can be addressed through robust and clear people strategy.
• Used metrics and feedback to create a new segmented people development solutions. This involved redesigning the offering for first time managers, priority talent segments, career transitions and a coaching and development framework for exec development.
• Workshop design and facilitation on topics including: change, HRBP upskilling, HR’s role as an internal consultant, goal alignment and performance management. I also supported initiatives to develop processes, toolkits and self-service materials for HR and the business.
• Created milestones for the D&I strategy delivery and engaged the business and external experts to deliver pragmatic progress. This included gaining industry press coverage, internal comms campaigns and the alignment of D&I to business behaviours and process. Focus areas included: gender, multi generations, LGBT and disabilities - increasing awareness as well as building knowledge.
Design, Coaching, Budget, Usability, Performance Management, Management, Service, Team management, Usability & UX, Development, Interim, Workshop, Framework, Processes
2012 - 2014
job
Senior Regional HRBP – IT
British American Tobacco.
• Senior HRBP role in a matrix organisation covering two regions during a time of considerable change. Internal client base of c600 managing a team of 3. A strong consultative approach required for this role with the ability to influence at HRD level.
• Delivery of the full HR cycle for all levels of the organisation. Responsible for strategic and operational HR for both day to day and long-range activities. This included ER, complex case management, resourcing, international mobility, talent management, workforce planning, OD and people development - leveraging on CoE’s and working as the expert myself.
• Specific accountability for a globalisation of two regional business functions as part of a technology transformation. This was achieved by facilitating the OD modelling, working closely with the business leaders for c40 countries considering business strategy and commercial implications of the merger. Owned IR and change to ensure that the TOM landed with minimal business risk and disruption.
• Facilitated talent management as a core component of the organisations culture, coached and guided managers in doing so also. This included detailed resourcing strategies, career planning and development including succession and retention.
• Delivery of the full HR cycle for all levels of the organisation. Responsible for strategic and operational HR for both day to day and long-range activities. This included ER, complex case management, resourcing, international mobility, talent management, workforce planning, OD and people development - leveraging on CoE’s and working as the expert myself.
• Specific accountability for a globalisation of two regional business functions as part of a technology transformation. This was achieved by facilitating the OD modelling, working closely with the business leaders for c40 countries considering business strategy and commercial implications of the merger. Owned IR and change to ensure that the TOM landed with minimal business risk and disruption.
• Facilitated talent management as a core component of the organisations culture, coached and guided managers in doing so also. This included detailed resourcing strategies, career planning and development including succession and retention.
Business strategy, Management, Technology, It, Transformation, Retention, Development, International, Organization
2010 - 2012
job
Global Talent Development Manager - IT
British American Tobacco.
• Greenfield role responsible for the development of people - enabling the business strategy during a time of technology transformation driven change. My internal client base was across all levels and spread across over 80 global locations. Responsible for a budget of £3m and management of vendors and a project matrix team.
• I set up the IT development portfolio by analysing organisational data, strategy and plans to first build the vision and desired outcomes, in direct support of the transformation. In partnership with business leads I explored their areas of priority and focus so that I could create a shared agenda and utilise best practise to deliver measurable business returns.
• An assessment methodology was designed and deployed and a suite of development interventions launched following a commercial procurement process to select vendors to focus on capability building towards the future operating model. This was a highly visible, fully global activity encompassing talent development, career paths, return on investment metrics and the implementation of a global competency framework. The main outcome was critical technical and leadership skill building to enable the transformation.
• LMS implementation and talent toolkit implementation featured as part of this role, as well as the design and delivery of development workshops and development programmes including assessment and development centres.
• I set up the IT development portfolio by analysing organisational data, strategy and plans to first build the vision and desired outcomes, in direct support of the transformation. In partnership with business leads I explored their areas of priority and focus so that I could create a shared agenda and utilise best practise to deliver measurable business returns.
• An assessment methodology was designed and deployed and a suite of development interventions launched following a commercial procurement process to select vendors to focus on capability building towards the future operating model. This was a highly visible, fully global activity encompassing talent development, career paths, return on investment metrics and the implementation of a global competency framework. The main outcome was critical technical and leadership skill building to enable the transformation.
• LMS implementation and talent toolkit implementation featured as part of this role, as well as the design and delivery of development workshops and development programmes including assessment and development centres.
It, Manager, UP, Framework, Development, Assessment, Support, Transformation, Implementation, Design, Workshops, Technology, Management, Leadership, Procurement, Budget, Business strategy
2008 - 2009
job
Head of L&D
Reliance Security Group.
• Responsible for 13,000 employees across four multi-site operating companies under the Reliance umbrella. Managed a team of 5 and a matrix team of 30 with a budget of £1.1m in a regulated decentralised multi-site environment.
• Designed the people roadmap by working with the MD and leadership team - this enabled the setup and alignment of HR activities underpinning the company operating plan, ensuring vertical and horizontal alignment.
• Stabilised the BAU L&D and talent team by streamlining process and activities to deliver a quality team service. Coached and developed team members to broaden the teams offering. Reduced supplier spend by 30% and rationalised the PSL. Drove consistency of business outcomes by setting up metrics and standards and by creating policies.
• Developed the road map for driving sales performance at Reliance. This was achieved by delivering a series of workshops with stakeholders to analyse current market conditions and product offering vs. current team set up and capability. This analysis of what was critical to enable sales growth enabled the design and delivery of a sales programme - taking the sales force from a transactional selling model to a consultative sales approach. Additionally, I provided manger workshops to build coaching skills that would underpin the new sales process, incorporating CRM, sales funnel and portfolio offering.
• Talent identification, management and development of the top 100 managers. Developed the organisational levers and talent systems to enable identification, succession planning and investment in the talent pools. Worked with managers to embed talent practises into the organisation, developing the next generation of leaders.
• Designed the management development and leadership programme. Delivered a modular management and leadership development programme with emphasis on performance management, management culture and leadership skills.
• Designed the people roadmap by working with the MD and leadership team - this enabled the setup and alignment of HR activities underpinning the company operating plan, ensuring vertical and horizontal alignment.
• Stabilised the BAU L&D and talent team by streamlining process and activities to deliver a quality team service. Coached and developed team members to broaden the teams offering. Reduced supplier spend by 30% and rationalised the PSL. Drove consistency of business outcomes by setting up metrics and standards and by creating policies.
• Developed the road map for driving sales performance at Reliance. This was achieved by delivering a series of workshops with stakeholders to analyse current market conditions and product offering vs. current team set up and capability. This analysis of what was critical to enable sales growth enabled the design and delivery of a sales programme - taking the sales force from a transactional selling model to a consultative sales approach. Additionally, I provided manger workshops to build coaching skills that would underpin the new sales process, incorporating CRM, sales funnel and portfolio offering.
• Talent identification, management and development of the top 100 managers. Developed the organisational levers and talent systems to enable identification, succession planning and investment in the talent pools. Worked with managers to embed talent practises into the organisation, developing the next generation of leaders.
• Designed the management development and leadership programme. Delivered a modular management and leadership development programme with emphasis on performance management, management culture and leadership skills.
Design, Coaching, CRM, Budget, Performance Management, Leadership, Leadership development, Management, Sales, Service, Workshops, Growth, Succession planning, Development, Organization, UP
2006 - 2008
job
Global Head of L&D
Cable&Wireless.
• Greenfield site. Worked with the leadership team to determine the strategic people development requirements to support the business transformation plan. Agreed the goals that would be realised through people development and recruited and managed the L&D team around this, putting in place external partners following a commercial process.
• Implemented learning academies for 5000 colleagues internationally. Linked the learning interventions to the transformation plan, worked with local in country HR partners to localise and embed programmes. Managed 3rd party relationships ensuring service levels were met, as well as ROI targets clearly defined and tracked.
• Supported the commercial function in line with the transformation plan. Worked closely with stakeholders to design and deliver knowledge and skills learning. Focused in on the disciplines underpinning the e2e sales process and delivered a sales management coaching programme and manager led sessions which supported teams in driving sales opportunities and performance.
• Developed and led the global on-boarding and induction programme. Delivered a web portal, internal e-learning suite and functional classroom sessions. Received a runner up award in the category of 'best employee engagement strategy' for HR Magazine and worked with Henley Management College, releasing a white paper on colleague engagement at Cable&Wireless. Cost savings £250,000 per annum through increased colleague retention. Time taken for job effectiveness to be reached was reduced through the on-boarding and induction systems.
• Worked closely with HRBP's to ensure that the talent pool was developed, mobilised accordingly and additionally provided career and role coaching on a 121 basis with the talent pool helping retain and develop the top talent within the business.
• Implemented learning academies for 5000 colleagues internationally. Linked the learning interventions to the transformation plan, worked with local in country HR partners to localise and embed programmes. Managed 3rd party relationships ensuring service levels were met, as well as ROI targets clearly defined and tracked.
• Supported the commercial function in line with the transformation plan. Worked closely with stakeholders to design and deliver knowledge and skills learning. Focused in on the disciplines underpinning the e2e sales process and delivered a sales management coaching programme and manager led sessions which supported teams in driving sales opportunities and performance.
• Developed and led the global on-boarding and induction programme. Delivered a web portal, internal e-learning suite and functional classroom sessions. Received a runner up award in the category of 'best employee engagement strategy' for HR Magazine and worked with Henley Management College, releasing a white paper on colleague engagement at Cable&Wireless. Cost savings £250,000 per annum through increased colleague retention. Time taken for job effectiveness to be reached was reduced through the on-boarding and induction systems.
• Worked closely with HRBP's to ensure that the talent pool was developed, mobilised accordingly and additionally provided career and role coaching on a 121 basis with the talent pool helping retain and develop the top talent within the business.
Service, LED, Manager, UP, Portal, Web, Development, Retention, Support, Transformation, Wireless, Design, Sales, Management, E-learning, Business transformation, Employee Engagement, Leadership, Sales management, ROI, Coaching
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