ULRIKE KAEPPLER

Company Overview: Contract Development and Manufacturing organization (CDMO) with 18,000 employees worldwide

• Diagnosed the HR model and initiated several changes, such as an RPO vendor change, a consolidated learning strategy, and a platform.
• Supported due diligence of Vacaville Genentech manufacturing facility acquisition with 1.2 Bio USD and initiated transfer

Company Overview: Medical Device company with 18,000 employees worldwide

• In collaboration with the Commercial leaders initiated new Go to market models across priority markets in EMEA improving economic outcomes, productivity, and engagement among employees by delivering the corresponding people and change management plans
• Integrated acquired Extremities Business (INTEGRA) and employees within EMEA across several markets.
• Developed Global rewards strategy and continuously adapted approach
• Supported as HRLT member the continuous improvement and shaping of the HR Business model
• Led through the pandemic by establishing a governance structure, guidelines, and an approach regionally and globally.

Company Overview: International Polymer Solution: B2B company with 20,000 employees worldwide

• Served as a liaison between management, employees, shareholders, and other stakeholders.
• Approved organizational strategies, budgets and business decisions.
• Contributed to the development of a long-term vision and strategic plan, positioning the organization for future success.

• Led re-design and implementation of Global Commercial organization following joining of new COE from initial stage to delivery
• Supported HR, Finance, and IT Transformation
• HR lead of all company transformations delivering 180 Mio USD in benefits
• Partnered with business to create revenue acceleration plans and upgraded commercial organization

• Supported group optimization project that over-delivered 120 Mio USD in benefits
• Led overall HR Strategy in conjunction with Chief HR Officer to the board and change of HR business model

• Drove set up of new HR organization structure and processes
• Key point of contact for M&A and all works council activities across the company within defined geography
• Global lead for Great Place to Work initiative and Regional Sponsor for HR Optimization initiative (Workday implementation)
• Steering Committee member for European process optimization initiative
• Integrated all HR Generalist and BP in country into one HR services organization to provide HR support across the business
• Completed successfully HR aspects of due diligence and acquisition of 2 companies in India and Turkey
• Completed the legal separation and transition of employees of the Biologic's division - 61 M USD to the company BIOVENTUS for all countries outside US

• HR Business partner position that initiated and led European business transformation project and guided commercial work stream with focus on pricing
• Led jointly with VP Finance integration of two divisions and achieved $62 M in savings and 200 headcount reductions
• Redesigned organizational structure and worked through consultations in France, Germany, Belgium, Spain, Austria, Netherland and the UK

• Assumed Human Resource Leadership globally reporting to CTO while continuously managing transformational change projects across the company

Company Overview: A privately held consumer products company with 13,000 employees in over 100 countries worldwide.

• Spearheaded global strategic transformation initiatives in a newly created role.
• Guided project management, including project scope, business case presentation, HR principles, and action plan.action plan
• Deployed product portfolio and life cycle management software

• HR leadership position in charge of 13 Asian countries spanning 3,000 employees, addressing non-performer issues across region
• Closed factory, restructured sales force, and onboarded three new management committee members in Korea; implemented third-party logistic outsourcing project in Hong Kong.

• Overhauled 600-person IT organization while completing ERP initiative
• Enhanced delivery strategic value to the global organization
• Introduced business process professionals into IT organization for knowledge sharing with stakeholders and initiated formal training, founded four regional and one global center of excellence; revamped core HR processes to align with new directions

• Directed global SAP project spanning 32 countries, including supply chain and finance models
• Contributed to 150-member team and site-based deployment efforts, leading human resources, change management, training, and communications
• Instilled change management capabilities for global organization; launched communications to engage stakeholders, performed organizational impact assessments, and garnered buy-in from business units
• Devised in-person training program to handle up to three concurrent waves of 500 employees each worldwide
• Earned highest internal award at director level; SAP roll-out became model of success for Deloitte consulting organizations

• Tapped for turnaround role for China joint venture in factory environment with 600 employees
• Organized first national HR conference and recognized by China community as "HR Generalist of the Year" for HR Staff magazine
• Reduced headcount by ~100 employees with factory/office consolidation, structural overhauls, company-wide training sessions, and benefits upgrades, such as pension plan in China and Hong Kong, to be named "Great Place to Work" in 2006

• Directed HR function in Germany, Austria, Switzerland, Poland, Hungary, Czech Republic, Slovakia, Scandinavia, Ukraine, and Russia
• Oversaw two relocations in Poland and Russia; restructured factory in Ukraine; turned around German organization and supported Yankee Polish acquisition; reorganized Scandinavian organization
• Introduced first talent recruitment conferences, founded internship programs, and introduced other innovations in the region; benchmarked compensation in each country, aligned company structure, and hired 100+ new employees in Eastern Europe