Regional Chief Human Resources Officer — Cloud Platform

The mandate

A listed cloud-platform group is redesigning its global go-to-market model as sector economics change. Regional roles, incentives and management layers were built for an earlier combination of direct sales, partners and customer service. The new model requires different leadership and workforce choices, yet responsibility is dispersed. A newly created Regional Chief Human Resources Officer will give those choices one accountable owner.

The role influences a portfolio of approximately €1,450 million in annual recurring revenue and leads around 275 employees and material partners. Its reach includes organisation design, executive talent, workforce planning, reward, employee relations, culture, capability, people operations and regional governance. The Group Chief Executive or nominated executive committee sponsor holds the reporting relationship for this regional people agenda.

The CHRO will begin with work, not boxes. Customer segmentation, account ownership, partner coverage, solution expertise and post-sale responsibility must show which decisions belong globally, regionally and locally. Role design should reflect actual value creation, volumes and decision latency. Moving names between reporting lines without clarifying work would preserve the existing cost and conflict.

Leadership selection is consequential. The new model may require regional executives to surrender scope, manage through partners or carry cross-border accountability. The CHRO will define the few leadership outcomes that matter, evaluate incumbents consistently and give the board evidence for appointments. Assessment must distinguish adaptability and enterprise judgement from past success inside the old structure.

Workforce affordability needs a complete baseline. Employment cost, incentives, contractors, locations, spans, vacancies and duplicated capability should connect to customer coverage and revenue capacity. Savings count only when cost exits or productive capacity is redeployed. The role must resist percentage targets that remove scarce technical or customer skill while leaving structural duplication untouched.

Employee relations will shape execution speed and trust. Changes across Germany and the wider region require lawful consultation, credible rationale, documented selection and respectful treatment. The CHRO will sequence decisions with legal, finance and business leaders so uncertainty is not prolonged unnecessarily. Manager preparation and feedback channels should reveal where implementation differs from the approved design.

Reward must reinforce the go-to-market choices. Sales credit, team incentives, partner influence and customer outcomes can conflict when account ownership changes. The CHRO will align measures so leaders do not protect legacy boundaries or sell work the platform cannot serve. Transition arrangements need expiry dates and transparent governance.

Critical-talent retention should be selective and evidence based. Product specialists, solution architects, key account leaders and employee-relations experts may face heightened external interest. The role will identify positions whose loss would disrupt the redesign, establish succession and address underlying work or leadership issues rather than rely only on cash awards.

The people function itself must model the target system. Regional partners require commercial and organisational judgement; centres of expertise need usable standards; operations need accurate data and dependable execution. Overlapping forums and reports should be removed. A concise people outlook will connect leadership supply, capacity, cost, relations and delivery risk.

Why this seat is open

This is an urgent new appointment created because distributed people ownership cannot support the global go-to-market redesign. Interim governance remains in place, but the board expects to move from qualified shortlist to offer within six to eight weeks. The process is confidential to avoid disruption before the organisation design is agreed.

What you will own

• Translate the go-to-market design into accountable regional work and roles.
• Shape workforce decisions affecting approximately €1,450 million of annual recurring revenue.
• Evaluate and appoint leaders for changed enterprise responsibilities.
• Reconcile affordability with customer, technical and employee-relations risk.
• Lead approximately 275 employees and partners across the people perimeter.
• Align reward and sales-credit systems with the new operating model.
• Protect scarce capability through targeted retention and succession.
• Give the board a fact-based view of workforce cost, supply and change readiness.

The first 12 months

The first 90 days should map work and decision rights, meet the 30 stakeholders most consequential to the regional shift and assess senior leaders. Establish the workforce baseline, consultation dependencies and critical-talent exposure. Agree design, cost and relations gates with the board before appointments or restructuring commitments become fixed.

Months four to nine should activate the new structure, select leaders, align incentives and complete required consultation. Remove duplicated responsibilities, fill scarce capability gaps and equip managers for transition. Early evidence may include faster decisions, improved coverage, cost released, internal moves or lower regretted attrition.

After twelve months, the region should demonstrate stronger leadership supply, an affordable workforce and consistent employee relations. Delivery must stay within 10% of the approved case, while three consecutive forecasts reconcile organisation, cost, customers, vacancies and risk. Any severe people escalation needs a decided resolution route inside 30 days.

What the board will measure

• Decision rights and leadership appointments aligned to customer work.
• Workforce cost released without avoidable loss of scarce capability.
• Consultation and employee-relations outcomes consistent across the region.
• Incentives driving the intended global, regional and partner behaviours.
• At least 90% retention of pivotal talent and ready successors for 70% of direct reports.
• People forecasts that anticipate rather than explain execution variance.

The person

You are a Regional CHRO, People Director or Business HR Vice President with 18–22 years in technology or an adjacent enterprise. You have changed an executive structure and workforce economics while sustaining critical talent and employee relations.

You have held accountability connected to at least €850 million of P&L, book, budget or portfolio and led 200 or more people. Your evidence should show which design and leadership decisions were yours and how outcomes held across two reporting periods.

Experience in software, cloud services, digital platforms, IT services or technology-enabled business services is relevant. You can challenge a superficially neat organisation chart, work across jurisdictions and maintain employee trust while making decisions the investment plan requires.

Compensation and terms

The base package is €250,000–330,000 plus annual incentive. This permanent Berlin appointment is onsite, supports international relocation and is not designed for remote tenure. A notice period of up to six months is acceptable.

Confidentiality

The listed group, affected leaders and proposed organisation remain unnamed. Detailed facts will be disclosed after mutual interest is confirmed under confidentiality; published scale and circumstances are deliberately composite.