People
strategy.culture. voice.

SNCF was undergoing large-scale restructuring. Morale was uncertain and leadership needed a reliable, continuous feedback loop to understand employee sentiment — without the initiative feeling performative.

I designed and launched a quarterly engagement survey framework, selecting questions to surface actionable themes. I paired each cycle with facilitated focus-group sessions, synthesized results into leadership reports, and directly linked findings to action plans. Communication around each cycle built trust that responses were heard and acted upon.

Engagement scores improved by 18 points over two cycles. Focus-group insights directly informed three policy updates. Leadership visibility scores saw the largest gains, reflecting improved trust during a turbulent period.

Across SNCF and BNP Paribas, company values and sustainability commitments risked feeling abstract to employees. Both organizations needed programs that felt genuine, visible, and tied to day-to-day experience.

At BNP Paribas in the Nordics, I created a sustainability challenge program that gamified eco-friendly office behaviors and drove team participation. At SNCF, I designed a practical sustainability habits guide distributed across the organization. Both initiatives were embedded in broader culture programs with recognition loops and feedback mechanisms.

Both initiatives contributed to measurable improvements in engagement and retention. The programs were cited positively in employee surveys and adopted as models for subsequent culture campaigns.

BNP Paribas CIB needed consistent, compliant payroll across four countries and reliable people data across five — delivered in a way that gave leadership the visibility to make fast, informed decisions.

I coordinated payroll using ADP across four countries, managing cross-border variations in employment law. I built HR analytics dashboards in Excel tracking headcount, turnover, time-to-fill, and compensation, maintaining data integrity in Workday and SAP SuccessFactors and producing monthly reporting packs for leadership.

Zero payroll errors across the coordination period. Leadership gained real-time workforce visibility that previously required manual aggregation. The dashboards became the foundation for quarterly talent reviews.

BNP Paribas CIB needed both a strong internal learning event for employees and a more structured approach to graduate recruitment, with an inconsistent candidate assessment process slowing time-to-hire.

I organized a career development seminar from end to end — speaker curation, logistics, communications, and post-event follow-up — for 1000+ attendees. In parallel, I built a campus recruitment engine: university partnerships, on-site interview events, and LinkedIn employer branding content, working with business leaders to align on candidate profiles.

The seminar was cited as one of the most impactful internal events of the year. Time-to-hire for graduate roles shortened meaningfully, and candidate experience scores improved significantly.