The Full Story
About the German Experience
Moving to Germany in 2019 was a transformative moment in my career, both professionally and personally. It was here that I truly discovered the depth and potential of People & Culture, not just as an operational function, but as a way to create impactful, human-centered workplaces. Working in startups exposed me to a fast-paced environment where innovation and adaptability were key, and it was also my first real step into an international experience.
I had the privilege of working with people from across the globe: the United States, Brazil, Mexico, South Africa, Russia, Ukraine, Denmark, the Netherlands, the UK, Poland, Germany, Czech Republic, Italy, France, Spain, Greece, Croatia, Macedonia, Romania, and Bulgaria. Collaborating with such a diverse group of individuals was an incredible learning opportunity. It gave me a deep understanding of how culture shapes communication, decision-making, and workplace interactions. I quickly realized that every country brings a unique perspective, and the key to success lies in embracing those differences.
One of my most rewarding projects during this time was leading the implementation of a 4-day work week. In People & Culture, we didn’t just roll out this initiative, we carefully designed a strategy that considered every aspect of the transition. It was about much more than simply reducing workdays; it was about redefining productivity and employee well-being.
We held workshops on how to be more productive, how to prioritize tasks effectively, and how to communicate clearly within a shortened workweek. We openly discussed the challenges and potential consequences, ensuring everyone felt informed and supported. The results were extraordinary: employee satisfaction soared, productivity increased, and company revenue grew. This initiative showed me that, when approached strategically, HR could align employee happiness with business success in powerful ways.
But the 4-day work week wasn’t the only initiative I spearheaded. I also focused on key health-related topics such as mental health and workplace safety. We partnered with an external coach who acted as both a therapist and a mentor, offering support for employees dealing with stress and other challenges. Workshops on stress management, imposter syndrome, and effective communication became cornerstones of our employee development program. These initiatives weren’t just about solving immediate problems, they were about creating a culture of openness and trust, where employees felt supported in both their personal and professional lives.
Additionally, I led efforts to rebuild the pre-onboarding, onboarding and offboarding programs. Onboarding became more than just a process, it became an experience. We focused on creating a structured, engaging journey for new hires, ensuring they felt welcomed, informed, and aligned with the company’s mission from day one. On the other hand, offboarding was approached with just as much care, respecting employees’ contributions and maintaining positive relationships even after their departure.
Another major focus was identifying and implementing global benefits. Working with employees from so many different countries presented challenges, as not all benefits were universally accepted or legally viable. This required close collaboration with the operations and legal departments to find creative solutions that worked within each country’s framework. Despite the hurdles, we managed to develop a benefits system that reflected the diverse needs of our workforce while maintaining fairness and consistency.
A key part of my work in Germany was also building robust learning and development programs. This was critical not only for the business but also for the employees themselves. From a company perspective, developing internal talent meant we didn’t have to constantly hire externally to bring in new knowledge; instead, we empowered our existing employees to grow and innovate. For the employees, these programs showed them that the company was invested in their future. Seeing their growth and value recognized created a powerful sense of appreciation and fulfillment, reinforcing loyalty and engagement.
Through all of this, I came to see People & Culture as a transformative force within a company. It wasn’t just about running processes, it was about creating meaningful change, aligning business goals with employee happiness, and building environments where people could truly thrive. My time in Germany taught me the value of approaching HR with a holistic mindset, one that balances strategy with empathy and innovation with care.