Curriculum vitae
Personal data
Name:
Date of birth:
Place of birth:
Cathrin Renate Wüst
August, 20th, 1961
Berlin
Contact:
Muehlstrasse 13
D-65388
Schlangenbad
Mob: + 49 172 318 3001
mail: cathrin.wuest@transfair.de
Career development:
Since 9/ 2008
TransFair GmbH, Berlin
Transfair provides consulting and training in the area of HR development,
organizational development. Founded in 1988 TransFair has been
working in all segments of German economy.
After purchasing TransFair my main field of business became HR
management on an interim
Role: Managing director
Interim-Project: 2/2014 – 12/2014
Director Strategic HR
First Sensor AG, Berlin
Since 1998 developing and providing high tech and customized sensor solutions
for global market. 750 employees ( 6 locations in Germany), 115 Mio. business
Major accomplishments:
- Implementation of strategic HR- Management
- Set up all relevant HR processes
(Recruitment, organizational development, services, Marketing, etc.)
- Set up a harmonizes structure of compensation and Benefits
(Job descriptions, Job- Grading)
- Harmonization of employment contracts
- Development of the car policy
- Build structure of HR management at the sites in Germany
- Establish Leadership Development
- Search and employ the Director Strategic HR
- Search and employ the Director Communications, 2 Site managers, Director
Controlling, Executive assistant
- Continuous coaching of the Board members
Interim-project 03/2009 – 10/2013
University Hospital Schleswig- Holstein (UKSH) in Kiel and
Lübeck.
After merging the university hospitals of the cities of Kiel and Lübeck
in 2003 is the UKSH became one of the largest institutions of public
health care in Germany and northern Europe ( 2500 beds, 12000
employees).
Major accomplishments:
-
-
Development and implementation of strategic HR and
organizational development in cooperation with the M&A
management and the Board of directors
Establishment of cross-functional leadership development
programs
Establishment of state-of-the-art management skills as project
management and decision making
Training and introduction of a Train the Trainer concept
process screening and improvement in all functional areas of the
hospital
Introduction of Assessment Centers for improved succssion
planning
Strategy formulation for the UKSH Academy and UKSH facility
management
9 / 2006 - 9 / 2008
Tyco Electronics GmbH, Vienna
Tyco Electronics is a world leading company, producing and selling
Passive electronic components ( switches, cables, connectors and
relays) into all industries. Tyco Electronics is a USD 13 billion business
and employs 90.000 people around the globe
Role: Director Human Resources GIC EMEA & CIS
reporting into the CEO GIC EMEA & CIS and functionally into the
Global Head of HR GIC (Business Unit Global Industrial &
Commercial).
Direct reports: 15 HR country manager running HR business for
5000 people in 27 countries in Western and Eastern Europe
Major accomplishments:
- Build business case of strategic HR intervention through the
European organisation. Based on that I designed a process oriented
HR concept ready to be implemented into the European Business
Unit To roll out the HR Strategy the following initiatives were set up
in:
-HR planning:
Established a European project-team to adjust the Tyco
planning tools to current demands.
-HR Retention:
Identified top performers and rolled out a leadership-training in
cooperation with the US corporate organization
-HR Development:
Established a European project team to investigate strategic
HR development demands and to significantly improve the
company’s efforts in succession planning.
-HR Compensation:
Improved the handling of reward systems (Sales and
management incentive programs) in close cooperation with US
corporate.
2 / 2004 – 3 / 2006
Sandoz GmbH, Vienna
Sandoz, a Novartis Company, is one of the world leaders in generic
pharmaceutical. Sandoz is a USD 3.0 billion business ( 2004) with
14.000 employees in 110 countries
Role: Global Head Organization Development & Talent
Management
reporting into the Global Head of HR and (Functionally)
into Novartis Head of OD & Talent Management
2 direct reports and 15 functionally reporting global HR managers
Major accomplishments:
- Introduced OD strategy for the global organization in Sandoz and
set up a team for implementation.
- Advised and supported Head HR designing and implementing
aligned global HR processes such as Recruiting guidelines,
alignment of compensation & benefits approaches and agreed
responsibilities inHR administration
- Elaborated a schedule to effectively set up HR Resources a
globally acting support function
- Described Headquarter functions as strategic guides for global
process implementation and maintenance
- Offered and delivered coaching and consulting for the members
of the executive committee in HR issues
- In close cooperation with Novartis and the global HR team adjusted
the Novartis succession planning guidelines and Talent
Management procedure to the specific requirements of the generic
business model
1 / 2000 – 1 / 2004
Coca- Cola Erfrischungsgetränke AG ( CCEAG ), Berlin
Bottling and sales organization of TCCC beverages in Germany,
covering 70% of the German market, 4 billion company with 12000
employees ( In the respective period of time ) acting from 60 different
location in Germany.
Role: Head Organization and HR Development
reporting into VP HR, 8 Direct reports, 15 HR managers reporting
functionally.
Major accomplishments:
- Introduced and implemented OD strategic concept in 2000
- Employed 5 skilled and experienced people and developed them
- Created and rolled out leadership development programs with
significant impact on corporate leadership culture
- Designed and rolled out a cross-functional junior talent program
- Restructured the employee training system throughout the
organization and by that managed to increase allocation of
training demand towards company strategy, reduce cost
significantly and better fit training time into business requirements
- Introduced a common project management system
- Improved performance management system in terms of
objective setting and communication of strategic targets
- Lead the project to define the HR Strategy to set clear targets of
HR results, improve communication between HR and customers
- clarify the HR processes and set up transparent procedures for
HR admin
5 / 1995 – 12 / 1999 Kepner - Tregoe Consulting Inc., Princeton, NJ, US / Hamburg
KT works internationally with clients on the improvement of their
business process improvement by training and facilitating the use of
high end management tools such as improved decision making,
structured problem solving, aligned project management, and
advanced strategy formulation on all levels of the organization. KT
operates globally with about 400 consultants and a broad network
of contracting consultants with clients of all branches in international
markets.
Role: Senior Consultant
In 1995 at US Headquarters, started working on the European market
in 1996 mainly in Germany, UK and Switzerland. Reporting into the
Managing Director Germany
Major accomplishments
- Acquisition of key clients for the German profit center;
- Contributed to company projects in Europe and the US:
- Customized KT products for specific requirements of clients’
- Developed a facilitation program for strategic decision making
- Improved the train the trainer approach within the global Compliance
and Quality Improvement program of Siemens Semi Conductors
- Facilitated client project management ans process improvement,
- Created and organized PR sessions to place KT in the German
consulting market
11 / 1993 – 5 / 1995 DaimlerChrysler Inter Services AG ( debis), Berlin
debis is the services organization of Daimler Chrysler, including all
product supporting activities of all parts of the corporation
In the respective period of time that was e.g. Mercedes Benz leasing,
Software house, payroll administration of aerospace business, etc.
From ’93 to ’95 debis employed about 6000 people operating from 60
different locations in Germany.
Role: Manager HR policy “performance management”
Reporting into VP HR
Major accomplishments:
- Designed and standardized an aligned procedure of employee
evaluation as basis for the implementation of Performance
management.
- Ran project to re-design the salary structure on management and
employee level
- Prepared concepts for general HR processes such as Comp& Ben
and MBO
- Represented debis on Daimler Benz corporate HR marketing events,
e.g. Cebit and Hannover Messe
5 / 1989 – 11 / 1993 DaimlerBenz Aerospace AG ( EADS ), Munich
Corporation of the entire aerospace business within the Daimler Benz
company ( formerly MBB, TST, Dornier, MTU ) MBB military aircraft is
responsible for the development, system integration, and maintenance
of the current military air fleed in the EU( ECR Tornado, Eurofighter
Aircraft )
MBB is strongest part of DASA and works with 10.000 employees at 3
different locations in Germany and the UK
Role: Manager HR Business unit Avionics and Simulation
Reporting into Director HR Military Aircraft, 1 direct report
Major accomplishments:
- Responsible handling of all HR related issues within the business unit
(1200 employees)
- Due to the last development phase of Eurofighter Aircraft
(1989/1990) ran a huge employment initiative and build the unit
- Designed and rolled out a HR marketing concept for military aircraft
unit and for DASA in terms of fair appearance, broshures, internal
and external communication, initiated corporate culture activities
- well perceived consultant for managers on all levels in respective unit
- Due to merger with Daimler Benz (1991/1992) ran a severe
redundancy process laying off more than 200 people, mainly by early
retirement offers
- Finally participated in negotiation of the social plan with works council
and unions
- Along with corporate role taught “HR management and business
psychology” at Munich University
11 / 1986 – 5 / 1989 Peek & Cloppenburg KG, Düsseldorf
P&C is Germany’s largest high level fashion retailer with over 60 stores
through Germany
Role: Trainee acting as Department Manager in the stores in
Wiesbaden, Ulm, Mainz, direct reporting sales staff ( 10-15 people
each)
- Held responsibility of all sales activities in the department
- Took care for people issues in the department
- Gathered experience in purchasing, HR, General store management,
Education
1981 – 1986
1972 – 1981
1968 – 1972
Degree in Economic and Social Science from Augsburg University
Dilthey Gymnasium, Wiesbaden
Geschwister – Scholl Primary School, Wiesbaden
Languages
German (Mother tongue)
English (fluent)