Marcela Belpiede Pinheiro

Club of Certified C-Level Board Members and Multifunctional Executives with the objective of sharing purpose, networking, knowledge and experience to support companies in the implementation or conduct of their Boards. Family Business and Succession Committee Member The purpose of the Family Business and Succession Thematic Commission is to enunciate, debate and develop recommendations for the various themes in the context of the entrepreneurial family ecosystem, aiming at the continuity and success of the enterprise, in parallel the harmony in the family, corporate and succession spheres. To develop guidelines, methodologies, content and professionals for the specific and most sensitive issues related to Family Businesses.

Responsible for talent acquisition, payroll process, benefits and remuneration structuring. Development, training, environment and internal communication. Acting in partnership with VPs and Heads. Identifying the necessity and opportunities, proposing innovative solutions to the business and its people’s challenges. Management conflict. Experience in the change of behavior in the TV and an operating moving of traditional to digital. Restructuring of People and Culture area. Definition of area KPI’s. Implementation and development of the intranet, including content, layout and features. Automatization, restructuring and improvements in the payroll process and HR policies. Building and negotiation of culture transformation project and strategic compensation – methodology Korn Ferry|Hays

Responsible for the HR area of 4 digital agencies: performance, production, technology (product and platform) and consulting. Lead 2 digital agencies mergers. Restructured the Production agency, actively collaborating for finance performance in the first year before the change. Participated in the development of the Performance agency, building a new business model. Restructuring of HR process and policies for 4 agencies. Implementation Leadership Development and Culture Management Program – using conceptual base of Richard Berrett, oriented by organizational values. Elaborating Diversity and Inclusion Committee

Structuring the HR area after the merger between DPZ and Taterka. Implementation of global projects such as performance evaluation, engagement survey, training program, High Potential and rewards. Guidance in leadership development preparing them in talent management. Restructuring of the benefits program. I led the global Performance Assessment project in Brazil for 8 agencies of the group. Member of the Operations Committee; developing projects focused on improving productivity and processes. Management and contracting of outsourced services.

Head of People and Management Headquarters, responsible for the areas: Personnel Development, Recruitment and Selection, Compensation, Internal Communication, Payroll, Facilities, and IT. Program Management Goals OKR methodology. Development of the Intranet, which became a new product sold in the branches in Brazil.

Advisory work for the business units (Health, PR, Newport and Holding) related to people management, ensuring the alignment of areas with HR policies and products. Corporate University Development Responsible for the corporate programs of Organizational Development, Performance Assessment, Leader Training Program and Climate Survey (GPTW).

Coordination of HR area: Talent Acquisition, Training and Development, Career and Succession, Environmental and Organizational Culture and Expatriation Acting Business Partner focused in business solutions Area restructuring, process, as well as automatization and improvement of HR. Trainee Program Implementation Event Organization Restructuring Intern Communications; channels, forms, content and communication planning, launching magazine month. Implantation - President Coffee Budget management of area