Talent, Succession and Workforce Planning

• Build the workforce plan for the business including the roles, capabilities and numbers required over the short and long term, aligned to the business ambitions and expansion plans.
• Own talent identification, assessment, development as well as the succession for all leadership and critical roles.
• Drive the hiring of senior and business-critical roles in partnership with Group Talent Acquisition and executive search (when needed) and hold quality-of-hire to a world class standard.
• Design and sponsor the development of talent. Build visible career paths for the team and make internal mobility real rather than aspirational.
• Own the people cost line and strategic budgeting for the business in partnership with Finance and Commercial heads.

Performance Management and Reward Partnering

• Own the performance management agenda for the division: goal setting aligned to commercial targets, honest performance dialogue, calibration and consequence — both for the strong and the underperforming; ensure to keep reputation of Level Shoes as a high performing team and talent incubator.
• Partner with Group Rewards on the reward and incentive architecture for the division, ensuring that pay, grading and benefits remain externally competitive and internally coherent and that store and head office incentives drive the right behaviours and support omnichannel rather than channel conflict.

Organisation Design and Effectiveness

• Lead organisation design and effectiveness across the division globally (structures, spans, layers, role clarity, ways of working, etc.), sized for where the business is heading; continuousely and proactively evaluating evolving capability and structural requirements in line with the business strategy.
• Ensure to build and optimize global vs. HQ ways of working, structures, and accountabilities especially between the US and HQ in UAE.

Change Management and Transformation

• Lead the people side of major changes such as markets’ expansion, private label growth, the omnichannel / digital transformation, new systems’ implementations and any restructuring.
• Build the change capability of the leadership team, and ensure change is communicated, sequenced and landed rather than announced.
• Anticipate and manage the organisational risk in periods of rapid growth — capability gaps, span overload, key-person dependency and employee burnout.
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Talent, Succession and Workforce Planning

• Build the workforce plan for the business including the roles, capabilities and numbers required over the short and long term, aligned to the business ambitions and expansion plans.
• Own talent identification, assessment, development as well as the succession for all leadership and critical roles.
• Drive the hiring of senior and business-critical roles in partnership with Group Talent Acquisition and executive search (when needed) and hold quality-of-hire to a world class standard.
• Design and sponsor the development of talent. Build visible career paths for the team and make internal mobility real rather than aspirational.
• Own the people cost line and strategic budgeting for the business in partnership with Finance and Commercial heads.

Performance Management and Reward Partnering

• Own the performance management agenda for the division: goal setting aligned to commercial targets, honest performance dialogue, calibration and consequence — both for the strong and the underperforming; ensure to keep reputation of Level Shoes as a high performing team and talent incubator.
• Partner with Group Rewards on the reward and incentive architecture for the division, ensuring that pay, grading and benefits remain externally competitive and internally coherent and that store and head office incentives drive the right behaviours and support omnichannel rather than channel conflict.

Organisation Design and Effectiveness

• Lead organisation design and effectiveness across the division globally (structures, spans, layers, role clarity, ways of working, etc.), sized for where the business is heading; continuousely and proactively evaluating evolving capability and structural requirements in line with the business strategy.
• Ensure to build and optimize global vs. HQ ways of working, structures, and accountabilities especially between the US and HQ in UAE.

Change Management and Transformation

• Lead the people side of major changes such as markets’ expansion, private label growth, the omnichannel / digital transformation, new systems’ implementations and any restructuring.
• Build the change capability of the leadership team, and ensure change is communicated, sequenced and landed rather than announced.
• Anticipate and manage the organisational risk in periods of rapid growth — capability gaps, span overload, key-person dependency and employee burnout.
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