Teresa Guedes - Global CP&SO, Tinsa

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Work Background

Club Impact AngelsMiembro del Club Impact Angels

Mar. 2023

TINSAGlobal CPO and CSO

Jan. 2023SpainThe Tinsa group had a turnover of 192 million euros in 2022, more than 50% outside Spain, and has a workforce of more than 1,500 people on three continents. The group is focused on international growth and the development of innovative products and services supported by unique data and technology capabilities aimed at enriching the entire real estate value chain, with a particular focus on end homebuyers.

KPMG EspañaHR Leader, Partner at KPMG

Jan. 2019 - Mar. 2023Leverage and integrate SF(SAP) in to all HR functions in order to increase personal and organizational efficiency, by integrating it seamlessly as posible into the entire employee journey and build a digital-first culture. Building empowerment to leaders and decentralise core activities (talent acquisition, performance review, training, career management and succession planningin, training and compensation and benefits management). Our HR professionals drive value to business and employees based on an integrated One HR solution that drives scale and transparency and in the future will allow us to build more customised and intuitive solution for distint interests. Building an analytical and trial mentality in the People Function and allowing all members to better understand to leverage data to help drive business conversations with leaders and profesionals and help them take informed decision supported in booth data and individual anedoctes.

AmazonSenior HR Manager

Sep. 2015 - Jan. 2019Madrid Area, Spain

BarclaysDirector HR Services Mainland Europe and Middle East

Mar. 2013 - Jul. 2015Practice a holistic approach that emcompasses a wide range of levers like Lean, process redesign, customer satisfaction, customer focus groups, offshoring, outsorcing, IT enablement, capability building and aligning governance. Experience spans the whole improvement cycle from initial diagnostics and planning, trough design, to implementation and value capture. In 2014 we continued to drive the transformation in HR Services, mainly supporting the Deployment of the HR portal trough implementing new Global Processes and tecnical solutions that allowed us to progress on efficiency in some of the European countries (France, Italy, Switzerland and Czech Republic). In Iberia we organised the activities, aligning services and delivery model to a Globe Catalogue that aims to deliver a consistently great experience for our clients and colleagues, using talent to create and deliver efficient and effective services and supported by leading edge processes and technology. The transformation journey allowed us to revise processes, align structure and transition activities from different locations and functions (for eg from Portugal and Spain to Lithuania, and from EDM to ER) in order to bring consistency and expertise. 2014 was also a very challenging year with the selling of a big operation and the build out of the Transfer Service Agreement, associated with a reestruturing plan based on volunteering applications. What drove me the most was to know we were listening to those we were serving and making sure that this transformation journey, as much as possible, would provide the right solutions for both customers and stakeholders. Part of the challenge was to make the most of the different circunstancies and levels of development and maturitity of the different locations, building solutions and path, contributing to the development of the different teams involved in the many projects.

Barclays BankHR Services Director Iberia

Mar. 2012 - Jan. 2013Lisbon/MadridBuilding out of the HR Services function in Iberia, integrating 3 different teams in 2 locations and creating synergies and consistency across the different HR process (from Employee data management, payroll, training, resourcing, performance development and reward. Build of an identity and a service that was in line with the expectations of the business (local customer survey puts HR above average) Participating in the Global Design of the Future Global Process and activelly engaging in the final design of the localization process for the Iberia reagion, transition plan design and implementation without impact on the service and without employees realising the changes. Starting to build a servioce culture with the launch one a single contact point for all employees of the region for all HR queries that latter in the year would represent the implementation of a new Portal. SAP convergence implementation for both Portugal and Spain aligning data base that allowed optimizations of systems and information, with clear benefit on the quality of the data and on the self service of data for Line Managers. Convergence of One Single Learning Platform for the different countries and business lines with a clear service supported locally for translations and assignation, and customer questions. Governance and Control Model with a green track and no audit insatisfactory, inlcuidng the delivery of a massive reestruturing plan. For the firts time HR had SLA of repply to employees and a complaints process that would allow us to track the areas of improvemnet and service satisfaction. Employee engagement above 70% with a clear plan for improving results

Barclays BankHRD & Exco Member

Mar. 2006 - Mar. 2012LisbonAs Member of the Board and HRD I was able to work in one of the most challenging and interesting projects, I was able to work with great seniors and leaders that trusted in me as a advisror and give me autonomy to build, design and implement different practices of HR that were supporting the business strategy but also that allowed us t listen to our employees and putting tehm at the center of everything that we were doing. During this period we were able to grow a company at the same time that we were growing the capability and competences of the different teams. In a very structured industry we were able to design breatrough projects of growth, hiring, onboarding, based on a well designed training and development plan. The recognitions come out of the effort f building a truly performance oriented company, where the appraisal system was designed in lne with the how and the what, and that was used not only for awarding the great deliveries but also the way people were working together and behaving to deliver n their targets, those recognitions where made public trough many actions and events and helped build the culture arund performance and values. As a great place t wrk the mst important vale that we shared was transparency, we made public and accessible to all employees the results of the opinion survey and we worked together with the different areas on the actions plans that really had value and meaning to the different teams. There was no policy around one size feats all but also that not all was possible, there were rules and limits but all done trough an open communication process that put everyone with the same level of knowledge of what we were doing and our purpose.

Liberty Mutual InsuranceHRD & Board Member

Sep. 2004 - Jan. 2006LisbonRe-position HR as a partner of the organization and articulating a good relationship btw management and employees. This allowed us to build a new culture programe hat contributed to build a more happy environment and one where HR was bringing value, energy and engagement supprting managers t do an even better job at valuin ad ecognising individuals. We launched the Great Place to Work initiative.

Euro 2004Training Manager

May. 2003 - Aug. 2004Lisbon Area, PortugalAs Training Manager, I had t design, implement and deliver the best possible training slution fr a group f people (250) that had the most various backgrounds and that had in common the participation in this project. It was a very rich experience with a multitude of challenges of wrking in a multicultural and bi-lingual environement and very different ways of wrking btw the local and the UEFA team. During this experinece we built a team building project that had a huge impact on the collabartion and trust building that was necessary for the delivery of the project At the end I was also part of the team in the venues and part of the team that deliver an outplacement support that allowed most of this population to position them selves in the market and find a new role

StaplesHR Manager

Mar. 2001 - Apr. 2003Support the homeless people in getting some training on how to return to active life