Pedro Ferreira Pinto

As HR Director, I took on the responsibility, in a company with 600 employees spread over four centres in Portugal. The main initial challenges were to lead the transition to the new company and coordinate the digital transformation, with the implementation of the Workday system. Key Responsibilities: Leadership and Labor Relations: 1) Acted as HR Business Partner for 38 People Managers, supporting team management, conflict resolution, and labor relations to foster inclusive and collaborative environments. 2) Ensured compliance with internal policies and labor laws. 3) Managed complex labor issues, including disciplinary processes and performance improvement, offering preventive and agile solutions. Strategic HR Management 4) Developed HR strategies focused on workforce planning, digital transformation, and talent management to drive sustainable growth. 5) Led cultural transformation initiatives, fostering innovation, collaboration, and employee well-being. 6) Designed talent retention solutions, such as career development programs and engagement initiatives. Process Optimization and Digitalization 7) Directed HR digitalization projects, including Workday implementation, aligning technology with business strategy. 8) Streamlined internal processes to enhance efficiency and enable data-driven decision-making. 9) Established and tracked strategic KPIs to measure the impact of HR initiatives. Training and Development 10) Supported departmental training plans while ensuring adherence to health, safety, and regulatory requirements. 11) Partnered with local organizations to promote the industry and build talent pipelines. Cost Control and Compliance 12) Managed compensation and benefits, optimizing costs to ensure competitiveness and employee retention. 13) Monitored legal compliance and upheld ethical labor practices to mitigate risks.

As Human Resources Director of IBM affiliates, I lead the entire HR process in the various IBM Outsourcing businesses (6 large Banks) with integration of +500 Client employees. Main Responsibilities: Organizational and Strategic Competencies 1. Strategic Development: Creation and implementation of HR proposals aligned with business objectives in the Outsourcing sector, supporting the growth strategy and operational efficiency. 2. Due Diligence and Compliance: Validation and approval of critical information during the Due Diligence phase, ensuring accuracy, transparency, and compliance with internal and regulatory standards. 3. Transition Management: Coordination of the entire transition process, including the onboarding and relocation of employees from the client to IBM affiliates, ensuring an efficient, seamless and employee-oriented transition experience. Human Resource Management: 4. Communication and Feedback Culture: Promotion of continuous feedback loops between managers and employees, reinforcing assertive communication and alignment of expectations to maximize performance. 5. Conflict Management and Labor Relations: Implementation of effective strategies to prevent and resolve conflicts, promoting a positive and collaborative work environment. 6. Governance & Compliance: Establishment of a robust governance model to ensure compliance with internal regulations and labor legislation, aligned with industry best practices.

I started as an SAP Financial Consultant and, after two years, I took on Project Management responsibilities, following the growing complexity of the same in modules such as Controlling, Fixed Asset, Materials Management and Sales and Distribution. During this journey, I consolidated project management and leadership skills, building solid and trusting relationships with customers.

As a Financial Advisor for a multinational company which ran a variety of tasks, having the following main responsibilities: • Analysis of Management – produce, analyse and make reports for international management controls (Iberia Administration). • Credit Management – management of client portfolios (reducing average payment, drafting / weekly analysis of the status of each client to optimize the process of collecting, managing the litigation process, among others). • Internal control – definition of procedures for granting loans to clients and its management control. • Accounting – analysis, design and implementation of control procedures related to accounting and fixed assets, assistance in the preparation of tax maps.

I acquired a vast experience in various fields of Accounting and General Management. Developed skills in analytical management (e.g. production of "tableau du bord", control of credit risk), design analysis and implementation of processes and procedures; team coordination, legal certification for financial data and risk analysis procedure.