USA 
United Kingdom
What are the immediate priorities you've set for your first six months at Swisslog Healthcare?
In my first six months, I’ve focused on laying the groundwork for global consistency and collaboration. We’ve prioritized the standardization of our recruitment and onboarding processes, launched our first Gallup engagement survey, and taken steps to strengthen our employer brand through a new company video, more authentic LinkedIn content, and improved visibility on platforms like Glassdoor.
To drive these initiatives, we formed dedicated working groups of three to five colleagues from across the P&O team. This approach has not only improved our processes but also fostered stronger global collaboration and ownership within the team. We’ve made excellent progress already, and the momentum is strong.
How do you plan to address the current workforce shortages and staffing challenges facing the global healthcare sector?
We’re taking a multi-pronged approach. First, we’re investing in targeted employer branding to position Swisslog Healthcare as an employer of choice. Second, we’re professionalizing recruitment with better tools, training, and global standards. Third, we’re focusing on retention by creating development opportunities, ensuring managers are visible and accessible, and listening to what matters to our people.
For us, engagement isn’t a project. It’s how we lead, recognize, and communicate
How will you create a more engaged and inclusive workplace culture within the company?
A truly engaged workforce starts with trust, clarity, and connection. We are creating spaces for open feedback, strengthening the link between leadership and employees, and ensuring that inclusion is more than a concept, it’s visible in everyday actions. For us, engagement isn’t a project. It’s how we lead, recognize, and communicate.
How will your background in mergers and acquisitions influence your approach to the new role?
M&A work teaches you to move fast while staying people-focused. You learn to see what needs to change, and what must stay untouched. At Swisslog Healthcare, I use this lens to balance structure with adaptability. My goal is to create alignment and resilience, especially during times of change.
What specific strategies will you use to align talent management with broader business and automation goals?
By focusing on three key areas. First, we are integrating workforce planning into business planning - identifying critical roles in software, automation, and service delivery, and building our pipeline accordingly. Second, we are refining succession planning by mapping future leadership needs and preparing internal talent to step up. Third, we’re creating clearer career paths and skill development programs to retain and grow talent in line with evolving business demands. Our aim is to ensure that as our business advances technologically, our people grow with it.
Given your experience across different continents, how do you tailor people strategies to accommodate cultural and regional differences?
Having worked across Europe, Asia, and the Americas, I’m used to navigating cultural complexity, and at Swisslog Healthcare, that’s essential.
We’re actively working to move away from silos and regional fragmentation by finding common ground across our cultures. One way we’re doing this is through culture immersion. For example, we introduced “Culture Connect” sessions - interactive discussions that bring global colleagues together to share local realities, values, and ways of working. These sessions have already taken place twice and were very well received. It’s a small but powerful step toward creating shared understanding and stronger cross-regional collaboration.
How will your international HR background help you connect with and support such a diverse global workforce?
One key lesson is that strategy only works if it’s lived by people. In previous roles, especially in global environments, I learned the importance of listening first, building trust across cultures, and aligning people's practices with business realities. Without overcomplicating things. I also bring experience from leading transformations, including post-merger integrations and organizational redesigns, where clarity, empathy, and consistency were crucial. At Swisslog Healthcare, I’m applying these lessons to drive practical improvements while fostering a more connected, resilient, and performance-oriented culture.
Our role is to create the cultural and leadership conditions that allow innovation to take root
What lessons from your previous roles do you plan to bring into your work at Swisslog Healthcare?
Keep it human. Stay close to the business. And don’t underestimate the power of clarity and consistency. Whether leading a transformation or stabilizing a team, these principles help ensure P&O is seen not just as a function, but as a strategic enabler.
How do you see automation in healthcare affecting workforce development and employee engagement in the years ahead?
Automation will change roles, but it won’t replace the need for people. In fact, it makes human skills more important, [such as] adaptability, empathy, and problem-solving. Our role in HR is to anticipate these shifts, upskill the workforce accordingly, and ensure employees feel supported rather than sidelined
What role do you think HR leaders should play in driving innovation and transformation in highly technical or clinical environments like healthcare?
HR leaders should be at the forefront, translating business strategy into people impact and challenging the status quo where needed. In a complex environment like healthcare, innovation isn’t just about technology; it’s about mindset and behavior. Our role is to create the cultural and leadership conditions that allow innovation to take root. Whether that’s through cross-functional collaboration, psychological safety, or faster decision-making. We also need to ensure we’re building the right capabilities, especially as automation and digitalization reshape clinical and operational roles. Ultimately, HR should be a catalyst, not just an enabler, of transformation.
