Alina Bejan

Built and lead an international team of 10 RMs covering 3500 clients from 45 domiciles with overall 2.9 billion AuM.Developing cash only and non-advised HNWI clients into contractualised and profitable relationships for the bank using full potential of digital solutions.

• Leading the Customer Service Center Team in Zürich with 3 Team Heads and overall 40 employees. First contact for all Swiss based CS retail clients over the phone, high quality customer oriented advisory for private clients in 4 languages for banking matters (in bounding). One stop strategy for 75% of all inbound customer calls.

- Leading the Services Delivery Competence Center with 4 Team Heads and overall 50 employees; responsibility for end-to-end front offices support. Insurance of high quality standard, compliance and high customer satisfaction. - Define and implement business strategies in alignment with different Stakeholders - Responsible for global projects and strategic like offshoring and people development initiatives

• Point of contact for HR and COO Management regarding IT Budget and project reporting; responsible for national and global IT Projects for HR and COO Division • Supervisory of 50 Million HR IT Budget (Budgeting, Coordination and Tracking) • Stakeholder Management & Marketing: developed cooperation between Business and IT, • Development and Implementation of the HR IT project strategy • Provided additional management support with focus on financials

• Project Management of national and global HR strategy and merger projects for the whole bank: e.g. worldwide implementation of an innovative HRIS-system platform including configuration of two service centers in India and Poland, the development and implementation of a new performance management strategy and system for 40 000 employees worldwide, the global merger of Credit Suisse First Boston and Credit Suisse to become OneBank.

• Project Management of national and global projects with focus on human resources and management consulting • Change Management measures such as internal and external communication, internet and intranet creation and update and stakeholder management • Cultural Change • Business Development: responsibility as community lead for HR and change management Strategy and Development • Training creation

• Process optimisation of different HR areas; post-merger integration and joint venture projects like change management within an international SAP implementation and process redesign for Siemens; change management within the Shell/DEA post-merger integration project; and also for the integration of WIBERA consultancy in PwC Germany

Personal und Organisation