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Click here or scroll down to respond to this candidate Tess Hilson-Greener, MBA, CIoJ, Dip Inst LC, ABPS
Programme Director
Street Address Langmans Way, Woking, Surrey GU21 3QY, UK (willing to relocate)
Tel: PHONE NUMBER AVAILABLE Email: EMAIL AVAILABLE
Linked In Profile: http://LINKEDIN LINK AVAILABLE Skype: SKYPE ID AVAILABLE
Profile
Disruptive changes in digital technology, business models and workforce demographics are radically reshaping the
world of work. To meet the demands of this rapidly-evolving business ecosystem, business leaders see a need to
redesign the IT organisation, and this is where Tess has focused her consulting expertise providing unique
alternatives, new ways of thinking and practical solutions. At Deutsche Bank she is Leading the redesign of
Technology Engineering Transformation responsible for introducing Distinguished and Enterprise and NextGen
Engineering Programmes to work more efficiently and attract and retain talent benchmarking with Gartner, Red
Hat, Accenture and Infoysis..
As a first class business change innovator Tess is excellent at managing multiple stakeholders holistically across all areas of
the business from grass roots to C-level executives as well as working with internal stakeholders and cataloging with
external vendors, the business partnering community, HR teams, operational line managers, workers councils and trade union
officials. She has set-up outsourced solutions and managed large scale IT culture change Introducing new processes and
mapping professional roles to fit with a more efficient organisational structure. Tessa is experienced in organisational design,
delivery and evaluation of potential Target Operating Model, communication and board presentations. She has had
considerable success coaching colleagues to champion new ways of working making change a smooth process.
She is highly adept at navigating around a highly complex, multi-faceted business and dealing with a high degree of
ambiguity, resistance to change leading projects throughout a diverse workforce. Tessa has 15+ years high level HR project
management experience having been the Director of HR leading successful projects at Deutsche Bank, Siemens, SITA and
E.ON. Tessa has redefined business areas using tailored OD practices.
Tess has inspired the whole change process (inception, journey mapping, project planning, board business risk, cost
reduction, resourcing, organisational design, resource management and training). She has a unique approach taking boards
on an exciting journey of change making the end goal visible and managing all of the stages smoothly in-between.
Stakeholder Initiatives have included; Visual Journey Storyboard Art impression of the journey which showed how the
culture had evolved to embrace the change (focus groups, town halls (all staff updates), Blogs, Internal training updates).
Board project updates include initiative champions presenting engagement progress and feedback. On total project financial
cost savings calculated in excess of 6-18 million on new legacy systems and processes. Significant cost saving on project
implementation by introducing online tool for all staff members to engage on projects, this included a virtual timeline for the
departments to contribute progress, share collaborative success and local initiatives.
Technology Cornerstone, Agile, Info Graphic Design, SAP, Success Factors, Oracle Talent Suite, TIS/people soft,
MyLearning, Moodle, LMS - Plateau, SharePoint, Apple, MS and all LMS and use of social platforms. Design methodology
Successive Approximation Model (SAM). MS Project, AGILE and Kaisen methodology.
Assignments and Work History
Director Global Engineering Transformation April 2016 to date
Aim: Programme lead the design and roll out of an industry leading annual Distinguished and Enterprise Engineer
Programmes working with the Global technology population for roll-out in 2017.
As Global PMO responsible for creating the overall programme plan. Manage milestone for the programme. Owns the
creation of all programme related packs for senior management and programme governance.
Define requirements for a self-identified Engineering Community to develop engineering talent at all levels with HR.
This community will collaborate following the programmes.
Define Business Case, Budget, Learning Partners, Resources and Governance making the programmes sustainable
going forward.
Learning areas:
Advanced Software Engineering Develop expertise in a variety of intelligent system engineering contexts and
object-orientated program development.
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Service-Oriented Cloud Technologies Learn advanced techniques associated with implementing large-scale
distributed computing systems in Service-Oriented Architectures (SOA). Learn how to design and implement enterprise-
level computer applications and associated data-storage as services that can be cost-effectively deployed in resilient
scalable Cloud infrastructures.
Applied Artificial Intelligence Learn of artificial intelligence methods such as machine learning, reasoning and
optimisation techniques, and how they can be used to solve real-world problems in finance.
Mobile Interactive Systems Examine the challenges in the implementation of interactive mobile applications, and
gain an appreciation of the platform design guidelines, capabilities and constraints of a variety of mobile computing.
Blockchain Develop understanding of the technology landscape in this space and the latest techniques/development
practices associated.
Define International media and communications for launch.
Design the solutions training modules and programme content with all SME's and external training providers.
Review and evaluate the Enterprise Engineer Programme pilot.
Develop internal mobility channels for Engineers across the Bank.
Ensure appropriate metrics and process methodology for in-house adoption by L&D and HR.
Plans effectively around delivery constraints and optimises the plan to maximise benefits and minimise risk. Develops
the plan within constraints, considering the delivery approach, key milestones and dependencies within the plan,
requirements and scope, effort and resources, budgets and quality.
Ensures the baselined scope, requirements, benefits, schedule and budget are managed as outlined in Business
Transformation Frameworks. Identifies and intervenes where there is slippage and variance from plan.
Proactively monitors project execution to effectively identify risks/issues/dependencies as they arise throughout the
project lifecycle. Takes ownership of critical issues and ensures resolution within agreed timescales and implements
mitigating plans against identified risks and issues. Escalates when needed to the Programme Manager.
Collaborates and builds positive stakeholder and business partner relationships providing regular updates to resolve high
priority issues affecting the project.
Director, OD, Change, HR Transformation - Hilsons Associates Ltd June 2014 to present
Consulting on various change initiatives, leadership development programmes and learning technology (blended education, social media and
personalised e-learning).
Project managed a new client to achieve business change plans by introducing a new digital strategy hosted in Cloud operating environment.
Executive and Talent Assessment for organizations looking to plan a robust succession strategy for 2016.
Coaching projects. Providing new training to the recruitment industry to have better conversations with diverse applicants.
Interim Director, Global Learning and Business Change Aim - Redefine the Centre of Competence and align to the
new strategic direction of E.ON
E.ON AG based in Dusseldorf and Essen, Germany November 2013 June 2014 (Extended)
Define and manage IT Feasibility study, present results and business case to board members recommending new system
transformation project.
Manage Success Factors implementation, talent suite, training, communications and roll-out into the businesses
Lead the organization design to transition from a regionally-focused to a globally aligned structure.
Develop and execute an effective change management plan to accelerate culture transformation and live the new E.ON vision and values and to
drive change within the organization, to include adoption of new technologies, workflows, staffing models, and organization structures.
Defined a new leadership development framework for 2,000 leaders of a 68,000 employee organisation. Introducing
three levels of development board level, senior executive and executive partnering with DUKE, INSEAD and ESMT.
Created social platforms for informal learning opportunities to exchange of knowledge and experience across units and
job families.
Set up and establishing a virtual CoC operation in key locations around the world including embedding a service-
oriented culture.
Introduce the processes, systems and practices in place which drive continuous improvement of the learning function and
allow to manage training like a highly impactful business service . Support Learning on the job with self study content
and virtual tools.
Leading a team of senior managers within the Global Centre of Competence (CoC) of 40 staff, and directing them to
define and implement a 5 year development strategy (2014-2020) and improve the governance of a 70 million Euro
budget. Introduced four strategic knowledge pillars (Technology and Innovation, Governance and Control, Global
Learning Solutions and Organisational Development). These are set-up to lead strategic projects in key operational and
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compliance areas. Enable access to learning for all employees regardless of location and unit affiliation possibly
language specific. Review the different requirements of the business units and identify how to develop a service which
caters for those needs Designed a new impactful portfolio of 1,000 training solutions in 10 learning categories.
Develop good business relationships within key stakeholders in EON and HR communities within the first 30 days and
participate in regular leadership meetings to present updates on learning projects and gain support for initiatives.
Leading the management of change associated with the design and establishment of a Centre of Competence and
learning services in EON over the next 2-3 years.
Interim HR Director, L&D EMEA and Australasia
Gilead Sciences - Middlesex, United Kingdom - July 2012 September 2013 (Extended)
This interim role incorporated strong analytical skills coupled with project management principles to drive Gilead's
EMEA learning & development function supporting a large Affiliate (Partnership) population located in Europe and
Australasia. Implement Success Factors systems globally.
To manage a small team and lead the strategic link of all HR activities to L&D solutions in alignment with the US team.
To define an OD strategy for 24 Global countries which is scalable globally and practical at a local country level, in
conjunction with a global training needs analysis. Communication plan and media updates on a regular basis. Identify a
process for the management of all analysis activities in 24 countries to define country specific organisational
development plans and local training schedule for 2013 and beyond. To link development to commercial success.
Identify and facilitating development solutions based on senior leadership expectations to meet the growth challenges of
the Gilead businesses in the next three years.
Research and design a new Leadership Development Programme with the initial pilot in EAMEA in 2013. Partner with
the L&D Director and US based team to set the curriculum design strategy for training employees, managers and
managers of managers in defined regions.
Director, Global Leadership Development
Astellas Pharmaceuticals, Egham, Surrey UK - January 2011 June 2012
Conduct IT feasibility study, identify SharePoint portal for leadership and build a new internal intranet system for
EMEA use.
This role was high strategic impact as it will help prepare future global leaders of the organization world-wide.
Managing a two to three million dollars annual learning budget, and a diverse project team to achieve a robust
international talent management.
The development goal was to build a global mind-set for Senior Vice Presidents and preparing them for potential future
roles as Board Members, the initial programme started in Tokyo, Japan in October 2011 in partnership with DUKE CE
Business School.
I facilitated the programme leading the identification and implementation of SVP Leader Projects globally. I start
developing another high profile program that will start in June 2012 (still running 2014) and will target high
performing/high potential Senior Directors and Directors.
Senior HR Change and People Development Manager
Atkins London, UK May 2010 December 2010
Main aim of the role: To set-up a Centre of Learning and Development Expertise (COE) for 15,000 employees.
Define strategic direction and key roles for the L&D Centre of Expertise.
Work with the individual business units to ensure that talent management and succession planning are in place in order
to support the needs of the business and to meet talent bench requirements.
Identify risks and potential losses of individuals to the division, with proposals to mitigate them and effective
management of the succession planning process.
Develop and maintain a strong pipeline of talent to ensure future growth in-line with strategy and lead the talent
management programmes for Managers and Directors and Assessment Centres.
Develop Management training packages and ensure consistent delivery within the Division.
Responsible for Investors in People accreditation completing for the Shared Service Facility (Finance).
Collaborate with HR Development team members in business units, to encourage a consistent approach to talent
management.
Global HR Director, Learning and Organisational Development (Permanent)
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SITA Aviation - Middlesex, UK - January 2007 March 2010
Managing large scale change programmes for team transition to a new Target Operating Model Globally.
Introduce a new LMS system utilising Oracle, Moodle and Success Factors own the project, resources and budget
delivered in 9 months.
Project updates to the board, senior stakeholders and teams of SMEs. Communication to the media, via intranet and
training.
Define and deliver organizational design and talent development solutions to support business strategy for 17,000
employees globally.
Evaluate skills requirements for all 13 businesses and produced a talent strategy to support the needs in-line with
future business trends.
Ongoing leadership and management of the Talent and Organisational Capability team and embed as part of the
global HR function.
Ownership of the group wide talent management strategy, which includes integrated HR solutions, recruitment,
retention (with new policies and processes) to attract, identify, coach and deploy people of high value and competitive
advantage to the organization
Strategic direction and evaluation of the ROI of all talent activities to drive business objectives.
Tate & Lyle Plc London, UK July 2006 December 2006
HR Senior Global Talent Manager (6 month Interim Assignment)
Define and gain board approval for two new Global Leadership and Middle Management Programmes, including designing content,
communication and roll-out in UK, Europe and USA.
Investigate additional methods to ensure continual self-driven learning liaise with leading academic lights (Harvard, ILM, CHPD, Windsor
Leadership Trust, KAISEN and Executive Coaching Clinical Psychologists). Manage Assessment Centers for Leaders and Managers Globally .
BMW and Rolls-Royce Motor Cars Ltd - January 2006 June 2006
Senior HR Development Manager (6 month Interim Assignment)
Set-up a new training department and recruited a team to deliver the development strategy (2 million budget).
Introduced a talent management programme in conjunction with BMW (105,000 employees) that included succession mapping, development
planning and resource forecasting. Worked on an international basis to develop leadership programmes in line with competencies and matrix
Manage relationships with Germany, US and UK project teams and external suppliers.
Prepared Organisational Development strategy and presented to the Board.
Designed Graduate training modules with advertising, recruitment plan and development process. Conducted Apprentice Assessment Day and
recruitment of new intake Completed Hay grading for management roles from board to junior levels. Prepared organization for Investors in People
award. Designed a dynamic Vision, Mission and Vales workshop with Chichester Festival Theatre for 300 managers launched a BMW competency
framework. Identified succession opportunities and prepared an organizational map with board and management team.
RFI Global Ltd April 2004 December 2006
Global Head of OD Learning and Development
Employing 120 skilled personnel, 70% of staff is engineers, qualified to degree level or equivalent; highly trained and highly skilled. Global offices:
China, Korea UK, US.
Set-up a training department from scratch introducing administration processes and introducing learning policies in consultation with staff and the
board for a global population including US, Asia and EMEA.
Established an Electrical Engineering Institute Accreditation Mentor programme. Prepared an annual training budget and negotiated with training
suppliers to gain better rates saving 30% against previous years costs.
Introduced a new LMS system and implemented throughout the organization.
Worked with senior managers throughout the business to identify department and individual business goals. In addition, translate into performance
indicators that would be supported by training activities.
Designed and delivered (one course every two weeks) a new leadership-training programme that is linked to RFIs strategic goals the courses are
spread over 6-months in short one-day modules with separate cohorts.
Project managed the external accreditation of in-house courses (management, project management, sales). Introduced coaching as a leadership
development initiative and conducted one to one executive coaching sessions.
Further Employment History
Edvantage Group Ltd (2000 2004) Managing Director - to build a business from new selling E-Learning and LMS systems in a highly
competitive market. Managed and lead a team of sales and IT professionals to achieve targets and project deadlines. Negotiated and won the
Siemens Contract (6 million) which established the UK business.
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FedEx (EMEA) Sales Training and IT Manager - (1994 1997) - Based in Brussels, Belgium as Expatriate. EMEA Management of a team of 11
trainers and 2 administrators for 100 countries. Liaison and frequent meeting in Memphis, USA. Management of a $3 million budget. IT area of 6
staff and a Dedicated European help-desk. Project led the purchase and negotiation of IBM equipment for sales force and staff.
Sussex Central College Head of College (1990 1994) Responsible for Horsham College with seven academic areas, 43 staff including tutors.
Also Director of Leading Edge Training the commercial College business selling academic consultancy services (originally Tessas training
business).
British Airways Plc Training Manager - Based in UK with responsibility for sales and marketing, customer service and management training
globally. Assisted in the design and delivery of Winning for Customers and Managing Winners corporate training programmes designed with
Harvard and Xerox.
British Airways (Middle East) - Sales and Operations Manager based in Doha, Qatar Airport operations aircraft dispatch and customer service and
sales role with o reservations team of 9 people. Caledonian Airways - Passenger Services Advisor based at Gatwick.
Canon Sales Manager - Management of a team of 8 people exceeded all sales targets.
Xerox Sales Representative - Sales of new business office equipment.
Professional Academic Qualifications
Masters in Business Administration Surrey University (January 1994 January 1997).
Qualifications Award Date Instrument UK and EU. British Psychological Society (BPS) Level A and B Certificates in
Competence in Occupational Testing (October 2010). BPS (Level B) Managerial & Professional Profiler (MAPP)
Practitioner (October 2010).
Chartered Institute of Personnel and Development - Organisational Design Course - (June 2009).
Chartered Institute of Personnel and Development - The Psychology of Talent Management - (2008)
Hogan Practitioner (February 2008). Master practitioner (July 09)
Myers Briggs (MBTI - Step 1) Practitioner (March 2007) & MBTI - Step 2 (2008)
NLP Practitioner - Hypnotherapy Practitioner - Time Line Therapy Practitioner - Opal Ltd (March 2006).
PROCESS Change Practitioner (2007). Behavioural Interviewing - Accredited Practitioner (1997-1999
HAY Grading Accreditation - (February 2007).
Institute of Directors Diploma - (2002-2004). Emotional Intelligence and EQ Assessor (2004-2008).
Life Coaching Diploma (2003) - The Life Coaching Institute. Call Reluctance (SPQ Gold) Sales.
NVQ Assessor City and Guilds TDLB D32, D33 (1994/95). Belbins - Team Roles and Work Set Styles Facilitator
(2002-2008).
Digital and Technology
IT Advisory: IT strategy, IT operating model design and IT transformation.
IT Operations: Infrastructure transformation, service management, service integration, digital infrastructure readiness,
digital workplace transformation, sourcing and vendor management.
Digital Transformation: Digital delivery centres, customer journeys, digital product development and deployment.
Cloud Adoption: cloud strategy and roadmap, cloud architecture, cloud partner management, SaaS selection, workload
migration to cloud and building the cloud-ready organisation.
Technology-Enabled Business Transformation: Transformational programme design and delivery, IT work-stream
leadership of large transformation programmes, Programme Management Office (PMO) deployment.
Innovation and CTO: Ideation, prototyping, incubation, exploitation, technology leadership and roadmaps, insight and
data architectures, tools and techniques.
Enterprise Architecture: Architecture maturity analysis, architecture development, architecture methods and tools,
Design Authority set up.
Digital learning training.
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