Tell me about yourself, I’m a senior HR professional with over 10 years of experience driving People Strategy and operating in complex, unionised, multi-site and fast-paced environments.Currently, I support a large operational scope covering more than 250 sites and over 6,000 employees.I regularly coach leaders on how to manage their teams effectively and apply people strategy to improve organisational effectiveness, leadership capability, and drive change, particularly in scaling environments.A key part of my role also involves advising leaders on complex employee relations matters, managing cases end-to-end while collaborating with ER specialists in a highly regulated and unionised environment.My core strength is acting as a bridge between business strategy and people execution, ensuring that HR decisions translate into real impact while maintaining consistency, compliance and sound decision-making in complex environments., “Tell me about a complex employee relations case you handled”, One of the most complex situations I managed was during the integration of around 1,000 employees across more than 50 sites following an acquisition.The main challenge was aligning employment conditions with our existing structure while managing union expectations and ensuring internal equity.
Some legacy conditions (kon di shons) couldn’t be maintained, as they would have created imbalance and friction within the organisation.1.. What I did was first align closely with Operations Directors and Area Managers to ensure we had a consistent approach.
2. Then, I analysed contractual conditions (kon di shons), payroll elements and policies to clearly define what was negotiable and what wasn’t.
3. I also led conversations with unions and employees, focusing on transparency and finding balanced solutions while ensuring legal compliance. *In the end, we successfully implemented the integration, maintaining operational continuity and avoiding major legal risks, despite the complexity and initial resistance. I’d say a crucial part was having clarity on what could be negotiated and what couldn’t, combined with consistent and transparent communication, How do you handle disagreements with business leaders?, When I face disagreements with business leaders, my first step is to understand the root cause behind their position. In most cases, resistance is not about the HR initiative itself, but about perceived impact on operations, workload or previous experiences.Once I understand their perspective, I reframe the conversation in business terms — linking the initiative to outcomes such as performance, risk mitigation or team effectiveness. I often use data or real examples to make it more tangible.At the same time, I’m very clear about what is flexible and what is non-negotiable from a governance or compliance perspective.My approach is not about winning an argument, but about building alignment while protecting the business and ensuring consistency. In my experience, when leaders feel heard and understand the rationale, they are more open to cooperation and collaboration., How do you ensure consistency and fairness in ER cases?, To ensure consistency and fairness in ER cases, I ensure three key elements are present.First, I anchor (en ker) decisions on clear principles aligned with company values, internal policies and legal requirements. This provides a consistent framework across cases.Second, I assess each situation based on facts, precedent and risk. I review similar past cases to ensure alignment and avoid inconsistent decision-making. For more complex or high-risk cases, I involve relevant stakeholders such as Legal to ensure a robust approach.Third, I ensure proper documentation and track recurring themes. This helps identify patterns and prevent inconsistencies over time.- This approach not only reduces legal risk, but also builds trust with managers and employees, as decisions are perceived as fair and consistent., Have you worked in a multi-country environment?, Yes, I have worked in international and matrix environments throughout my career.I lived and worked in Ireland, and I’ve used English consistently in multinational companies such as Amazon, Samsung and Desigual.At Desigual, I partnered closely with HR teams across different countries to align HR practices and ensure consistency in people processes. Additionally, I took responsibility for Portugal for several months, covering all HRBP-related topics while my colleague was on paternity leave and extended holidays.This experience gave me strong exposure to working across different legal frameworks, cultures and stakeholders, and I’m very comfortable operating in a multi-country environment., Tell me about a time you had to take an unpopular decision in an employee relations case., One example was a case involving a senior leader who spoke inappropriately to a team member, which triggered a formal complaint through the ethics channel.I led the investigation, gathering information from different stakeholders to understand what had happened and assess the impact.What became clear was that, although the employee’s behaviour had not been appropriate, the senior leader had lost his temper, and that behaviour was not aligned with company standards.The challenge was that the Operations Director was initially reluctant to take action against the senior leader.I had a direct conversation with him, acknowledging his perspective, but I was very clear that not addressing the situation would create inconsistency and set the wrong precedent. recommended taking action on both sides — addressing the employee’s behaviour, but also formally sanctioning the senior leader.This was not an easy decision, but I remained consistent and focused on fairness and long-term impact.In the end, the decision was implemented. The senior leader took responsibility for his behaviour and adjusted his approach, and the business recognised the importance of acting consistently.For me, it reinforced the importance of taking objective decisions, even when they are uncomfortable, How do you conduct an employee relations investigation?, When I conduct an employee relations investigation, I follow a structured and objective approach.1º, I define the scope of the investigation and gather all the initial information available, such as the complaint, background and any relevant documentation.2º, I plan and conduct interviews with all relevant stakeholders, ensuring I ask consistent and open questions to understand different perspectives.3º, I analyse the information collected, focusing on facts, evidence and consistency between testimonies.If needed, I involve Legal or other stakeholders, especially in complex or high-risk cases, to . ensure alignment and mitigate risk.Once I reach a conclusion, I define the appropriate action based on company policies, precedent and legal framework.Finally, I ensure that everything is properly documented and that the outcome is communicated clearly and professionally.For me, the key is to remain objective, consistent and fact-based throughout the process, How do you manage risk in employee relations cases?, When managing risk in employee relations cases, my approach is to balance legal compliance, business impact and consistency.First, I assess the level of risk by looking at factors such as legal exposure, potential precedent and impact on the business or team.Second, I ensure that any decision is aligned with company policies and local labour (lei berr) law, as well as with how similar cases have been handled in the past.In more complex or high-risk situations, I involve Legal or senior stakeholders to ensure we are taking a well-informed decision.At the same time, I consider the business context, ensuring that the solution is practical and sustainable from an operational perspective.For me, managing risk is about making objective, well-balanced decisions that protect the company while maintaining fairness and consistency., What would you do in your first 90 days in this role?, I would approach the first 90 days in three phases: understanding, diagnosis and action.In the first month, my focus would be on understanding the business and building relationships. I would meet key stakeholders to understand business priorities, leadership expectations and any existing people risks. I would also assess how HR is currently positioned and perceived.In the second month, I would move into diagnosis and alignment. I would review organisational structure, performance processes and key talent risks to identify gaps or inconsistencies. The goal would be to align people priorities with business needs and clarify governance where needed.By the third month, I would focus on action and visible impact. This could include implementing quick wins, strengthening leadership capability and defining a clear people roadmap aligned with business objectives and long-term growth.For me, it’s important to balance listening and understanding with delivering early value., Why do you want to leave your current role?, I’m very happy in my current role and I’ve learned a lot, especially managing employee relations in a complex, unionised and multi-site environment.However, I feel I’m ready for a broader and more international scope, where I can continue growing and being exposed to different markets and ways of operating.This role represents a great opportunity to take that next step, combining (com bai ning) both Employee Relations and strategic advisory at an international level., Why do you want to join this company and this role?, What attracts me most is the opportunity to focus on Employee Relations in a complex, international environment across Spain and Portugal.In my current role, I already manage ER in a unionised, multi-site organisation, and I really enjoy that part of my work. This role would allow me to deepen that expertise while operating at a broader, more international level.I’m also interested in the pharmaceutical sector, as it adds a stronger sense of purpose (per pesh). Overall, I see this as a natural next step where I can bring my experience while continuing to grow in a more structured and international environment., Why should we hire you?, I believe I bring a strong combination of hands-on Employee Relations experience and strategic HR partnering.In my current role, I operate in a complex, unionised, multi-site environment, managing ER cases end-to-end and working closely with business leaders to drive consistent and compliant decisions.At the same time, I act as a trusted advisor to senior managers, supporting them on performance, organisational challenges and people strategy.I’m used to balancing business needs with employee fairness.Overall, I believe I can add value by operating autonomously, building strong relationships with stakeholders and ensuring sound and consistent decision-making across the board., What would you do if a manager wants to dismiss someone but you disagree?, I would first understand the manager’s rationale and review the facts carefully.If I believe the decision is not aligned with policy or could create legal or consistency risks, I would challenge it constructively, explaining the potential implications.My role is to balance business needs with compliance and fairness, so I would work with the manager to find an alternative solution that protects both the business and the organisation., How do you work with stakeholders?, When dealing with stakeholders, I believe the most important thing is to truly understand their business and their perspective.I invest time in understanding how they see the market, their priorities, challenges and where their focus is. This allows me to position myself as a relevant partner, not just from an HR perspective, but from a business standpoint.Building a strong partnership is key. I aim (eim) to create trust by showing that I understand their reality and that I can help them achieve their objectives in a practical and effective way.At the same time, I focus on building credibility through consistency in my decisions, and being clear on what is flexible and what is not negociable.Once that foundation is in place, it becomes much easier to align on decisions, even in complex or challenging situations., If they ask how I handle ER cases right now, In my current role, I lead and manage employee relations cases end-to-end, advising the business and defining the overall approach.I am involved in understanding the situation, gathering information and supporting decision-making, ensuring alignment with company policies and legal requirements.At the same time, I collaborate closely with ER specialists, particularly on more technical aspects such as documentation, ensuring everything is aligned and compliant.This allows me to maintain ownership of the case, while ensuring a consistent and robust process., If they ask what I do to manage 6000 employees, Given the large scope I support, my focus is on prioritisation and effective case management.Managers handle day-to-day people matters, such as attendance or minor disciplinary issues, with my guidance when needed.I focus my time on more complex employee relations cases, ensuring consistency, proper decision-making and risk management.This approach allows me to operate effectively at scale while maintaining visibility and control over key people risks.

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