When companies call me
You've outgrown doing HR on the side
A founder or office manager has been handling HR, and the company has grown past that. I lay the foundations: contracts and policies, a performance cycle, an HR system. Then I help you hire the core team, set up leadership and build the People function.
Your People lead is leaving, or already gone
Your Head of People has resigned or gone on leave, or the search for one is taking longer than planned. I run the function for a fixed period and hand it over cleanly.
Something big is about to happen
An investment or acquisition, a reorganization, expansion into new countries, or a new way of paying people. I support due diligence and the reorganization that follows, set up employers of record and the move to local entities, and design pay and commission schemes.
Four ways to work together
Interim
Close to full time, for a fixed period, covering a People leadership role.
Fractional
A set number of days a week, ongoing, as part of your leadership team.
Project
A defined piece of work with a clear scope and an end date.
Consulting
Ad-hoc hours focused on mentoring the People team, advising on a specific problem, or ongoing coaching for your leaders.
Whether the work happens on site or remotely is something we agree together.
Experience
Where I've done this before
I've led People functions inside growing tech companies for most of the last decade, often as the first People leader in the room.
People and Culture Director, Cenosco.
HR due diligence for an acquisition and the reorganization that followed, and a People function built from a seat on the executive team.
Interim People and Culture Director, GoSpooky.
Stepped in after the HR Director left, stabilized the People team, and rebuilt how managers handle performance and sickness absence.
Head of People, Sympower.
Built the People function from scratch while the company grew fully remote across several countries, with employers of record first and local entities once a market proved viable.
HR Manager, then Head of People, Yolt.
Built HR inside ING, then led the HR side of Yolt becoming an independent company, including the works councils.
Earlier.
Talent acquisition at Booking.com, OpenBet, Samsung and Randstad.
I'm trained in Dutch labor law, set up processes in multiple countries, and I've worked through works councils, settlement agreements, sickness absence under the Wet verbetering poortwachter, and IND sponsorship.
How we start
A conversation. You tell me what's happening and what you need, with no commitment on either side.
A proposal. Scope, timeline and investment, in writing.
The work. We agree up front how we'll measure progress, and we adjust as your situation changes.
“
Her task was to set up HR from the ground up when we moved out of ING as an entity. And she managed to do this on time under high pressure.
Mattijs de Waard
CPO / COO
“
She has done an outstanding job at Sympower in setting up her team and HR policies entirely from scratch.
Roberta Morbioli
General Counsel
“
Christina is no-nonsense, no hidden agendas and straight to the point.
Frank Renooij
Head of Risk & Compliance and General Counsel
Common questions
What size of company do you work with?
Growing companies, from the first core hires up to around 250 people.
Do you work with remote or distributed teams?
Yes. Several of the companies I've worked in were remote first or spread across countries.
How do you measure impact?
We agree on it at the start, based on what you need to change. If you already track engagement or performance, I work with what you have.
Do you work outside the Netherlands?
Yes, with companies across Europe and anywhere within four hours of Amsterdam time.
Can you also coach our leaders?
Yes. Companies can sponsor coaching for one leader or several.