Kris Rayen.

Carried full profit-and-loss accountability for a temporary staffing branch with annual revenue of approximately six million euros over four years. Built it market-focused: market development, portfolio building, occupancy and margin, weekly monitoring of where growth had to come from. Took all commercial and operational decisions personally. Laid the foundation earlier: nine years of account management and business development at a production company; then acquisition and client building in consultancy and HR services, with client relationships reaching further than the next assignment. On the buy side, learned how large clients select and evaluate their partners.

Led people in every form leadership takes: hierarchically over a ten-person L&D function in a merger context, functionally over multidisciplinary project teams of five to fifteen, and as subject-matter lead over consultants. Developed and rolled out a new leadership vision with associated styles and the Leadership DNA (a 360° assessment), scientifically grounded in collaboration with Rotterdam School of Management. Coached executive teams into one team and developed leadership from executive to supervisor level. In transformations, moved large groups organisation-wide without any hierarchical line. Guided several teams in their evolution towards self-organisation.

Built and centralised personnel functions. Brought the dispersed Comp & Ben tasks together into one central team of five with clear roles, in an organisation of approximately two thousand employees. The new team gained space for substantive work. Delivered the full transition of payroll processing to a new payroll provider. Led personnel surveys on satisfaction, wellbeing, stress and motivation, and advised organisations on workable work. Laid the foundation in social legislation as a branch manager in the temporary staffing sector.

Led organisation-wide change programmes within banking where new regulation had to become working processes: countering tax evasion on a global scale (CRS) and protecting investors with more transparency (MiFID II). Worked at the intersection of business, regulation and IT. Redesigned HR processes from recruitment through learning and development, and anchored them in the system that supports them every day. Automated high-volume administrative processes with RPA (Robotic Process Automation) and digital workflows. Modelled and standardised processes in BPMN 2.0.

Carried full accountability for contingent workforce delivery at large clients, with volumes of around one hundred up to the order of one thousand contingent workers per day. Built the procurement processes from request to payment, the supplier risk models and the review standards. Deployed the vendor management platform that made the full chain controllable. Delivered a structural saving year on year from sharper sourcing and supplier rationalisation. Not from reduced hiring.

Delivered system selections, deployments and migrations across a broad platform landscape: SAP (HR, GlobalView, FieldGlass), Cornerstone modules (within the Flemish government: Vlimpers) and payroll systems. Digitalised in a human-centred way: the system follows the way of working. The most demanding trajectory: multiple HR systems deployed simultaneously, with full migration of personnel data. Internally recognised within the international programme at the client as one of the best-delivered local projects.

Led an integral organisational transformation, from production company to media house. Redirected the course, redesigned structure and core processes, changed the culture along with it. Delivered reorganisations of departments and teams in production and service environments, with shared leadership as a design principle. Centralised a regionally dispersed recruitment and selection function, renewed the service offering, and brought structure to the daily operations of the new team. Through co-creation, took decisions supported by the teams on roles, work distribution, workload and development. The difficult decisions were part of it too: carefully prepared and openly communicated. In each of these trajectories, employees and teams took on more ownership.

In a sensitive context (transmission reports), transformed a generative AI application from experiment into an approved, coordinated quality and risk control measure. Secured legal, privacy and ethical review, and human end-accountability. Channelled use: anyone wanting to work with AI in this context did so exclusively via the approved application from then on; their own variants and other AI tools were prohibited. Translated the European AI Act into a phased, organisation-wide operation along three tracks: legal interpretation, Target Operating Model and implementation. Set up AI literacy training alongside a governance and innovation process.