Marta Duarte

Prince 2 and Scrum Master qualified Global Programme/Project Manager with 9  years’ experience specialised in Technology Implementation, Operating Model Design and  Operations Improvement,  both on internal and consulting roles. 

Sept 21’-Current      Corporate Development Global HR Project Manager

     Kantar Group

     Madrid, Spain

     30,000 employees

Responsible for bringing structure and project management best practices to the Mergers & Acquisitions HR team: developed principles, frameworks, brought cross functional alignment within the organization, developed Workday functionality to enable M&A transactions.

Led the sale of the Public business to a private equity firm  (700 employeeS and 22 different markets) within the HR function. 

April 20’- July 21’      Transformation Programme Manager 

Ocado Group 

Hatfield, UK 

FTSE 100. 18,000 employees 

Responsible for the set up an delivery of a 4M Programme comprising 14 Projects and 42 resources to enable the strategic objectives    of the People Function, supporting Ocado during its transformation from a retailer to a technology solutions business across 9 countries and 4 continents: 

• Defined the transformation roadmap based on the internal stakeholders’ needs and feedback, data and analytics, the CPO strategy and the overall company strategy. Created the business cases based on data and analytics and got Exec sign off to deliver each project.
• The Programme combined technology implementation, Operating Models and Operational improvement. 
• Accountable for the scope,  execution and delivery of all projects 
• Responsible for the identification of risks, issues and dependencies across the Programme as well as with other business areas. 
• Point of contact to resolve queries, provide visibility and advice other business areas in relation to the program.
• Advised on best practices, market trends and most suitable technology and approach to achieve desired outcome
• Continuous analysis and optimisation of the execution as well as the motivating and steering the teams in the right direction
• The Programme successfully delivered: A new People Operating Model to expand and optimise in house capabilities, a Reward & Benefits technology solution for employees, the Workday roll out to new markets removing need for manual processes and improving data accuracy, a case management system for the People Operations function to bring efficiencies to servicing employees and two talent acquisition tools that have reduced recruiters' manual intervention by 60% 
• Responsible for the E2E programme delivery, including transition to BAU teams and Support Model post Go Live. 

Sept 17’- April 20’     HR Transformation Consultant 

Veran Performance 

London, UK 

Boutique Consultancy 

Involved in a number of client facing projects to deliver transformation enabled by system implementations: 

HR Client PMO during the Home Office transition to Oracle Fusion which included the full suite to modernise the HO’s finance, HR procurement, customer support and expense systems. By automating, standardising and integrating business processes across different functions in order to increase productivity and reduce cost. In parallel, Project Managed the cutover Workstream for the People elements of the deployment. Went live in 2020, deployed to over 35,000 employees UK wide. 

European Project manager Workday Implementation at Rabobank after successfully securing the contract with the client. Providing strategic and hands on support for the UK and EMEA offices as part of this implementation which was led from the Netherlands. Working closely with the Design, Change and Data teams to train and prepare the business and HR team for Workday Roll out to 18 countries. Went live in May 2019. 

Workday Test Lead for Standard Life Aberdeen. Successfully delivered testing for the adoption of a total of 6,000 employees. Managed a team of 18 people at the highest testing peak. 

Sept 15’- Sept 17’     Global HR Project Manager 

Capco 

London, UK 

4,000 employees, 23 Offices 

Supported Global HR director in the delivery of priorities and programs. Project Lead to a number of    projects to translate the strategic HR agenda into impactful change through the design, management and implementation of initiatives targeting the firm’s 4,000 employees. 

M&A: PMO on the post merger integration between Capco and the parent company, FIS. Including systems, third parties, policies, processes and org design.

Transition divestiture of Capco from parent company: PMO to the HR workstream starting with due diligence from sell positioning to fully transitioning into an independent company. This included employee transfers, payroll, benefits, systems, etc. Coordinating all countries and creating project plans and workstream milestones. Tracking statuses, risks, issues and milestones. Development of change proposals for stakeholder sign off. 

Operating Model Implementation: 

Project managed the implementation of the firm’s Operating Model. Including initiation, approach and sign off. Roll off was put on hold due to the firm’s sale severely impacting the project. 

Global Performance Management process and app Implementation: 

• PMO activities: hosted working groups and Steering committee, produced all relevant presentations and project documentation 
• Designed and delivered Change Management strategy, including communications and training 
• Project Managed the design, development and launch of a People Performance App to support the new processes. Successfully launched with an initial adoption of 70%
• Project Managed the design and delivery of a new globally consistent performance framework to support the new performance process. This was achieved through analysis of regional competency frameworks assessing cultural and workforce differences, workshops, consultation with different parts of the business and global leads to reach agreement 

New feedback functionality: 

Designed and delivered a new global feedback functionality on our internal social site. This was achieved by working closely with our internal developer’s team and the Human Resources regional leads to reach agreements on requirements and successfully deliver the new feature, increasing engagement by 20% (based on surveys)

Jan 20’ - April 20’ Oxford Women’s Leadership Development Programme, Saïd Business School 

Feb 18’- June 18’ Advanced level course in Organisation Design and Development 

June 14’- Sept 14’ PRINCE 2 Foundation and Practitioner Level Certificate 

Sept 12’- March 13’ CIPD Human Resources Management-Certification, Level 3

Jan 10’- June 10’ Postgraduate Diploma in Hotel Management, Les Roches School

Sept 05’- June 08’ Tourism Degree, Altamira University