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Talent Management
Profiling, assessment, 9-box calibration, successor slates and readiness — the architecture that decides who leads next, and the evidence behind it.
Talent Management · Metro Manila · Open to relocation
Building the leaders who come next.
HR leader, 14+ years across FMCG, manufacturing, retail, food service and fintech banking
Building Future LeadersTransforming Talent, Learning & Organizational CapabilityLeveraging AI to Shape High-Performing, Human-Centered Organizations
14+Years in HR, five industries
7Asia-Pacific markets worked across
1,498Roles mapped for succession
100%Critical talent profiled and risk-tagged
Companies and brands I have built teams behind
Profile at a glance
The thirty-second version.
CurrentSenior Section Manager, Talent ManagementCentury Pacific Group — Philippines
ScopeGroup-wide talent & successionCorporate and manufacturing business units; 1,498 roles under coverage
Experience14+ years, five industriesFMCG · Manufacturing · Retail · Food service · Fintech banking
MarketsPhilippines & six APAC marketsRegional working groups, COE partnerships, cross-market delivery
SeekingHead of Talent Management, OD, L&D — or regional HR leadershipOwning a function end to end
MobilityOpen to relocationPhilippines-based, multinational, or roles abroad
EducationDiploma in Organizational DevelopmentAteneo CORD · BSBA Marketing Management
Track recordGPTW & HR Asia certification leadCleared full BSP and Internal Audit cycles; ISO learning compliance
What I do
Five facets of HR, each owned end to end.
02
Learning & Development
Curriculum architecture, competency matrices, leadership programs and statutory training — designed, facilitated, and moved to scale.
03
Organizational Development
Structure, capability building and change work that ties people strategy to operating results rather than to a deck.
04
Employee Engagement
Engagement strategy, organizational health and culture work — with the listening mechanisms that tell you whether any of it is landing.
05
Employer Branding
The story that attracts talent and the credentials that prove it — including Great Place To Work and HR Asia certification as person-in-charge.
Companies
The businesses behind the people.
Fourteen years inside brands Filipinos buy every day, a regional dairy multinational, and one digital bank built from nothing.
CP
Century Pacific Foods
FMCG & manufacturing · Listed, Philippines · 2025 – present
Century Tuna555ArgentinaAngelBirch TreeKaffe de Oro
Senior Section Manager, Talent ManagementMar 2025 — Present
- Strengthened enterprise talent visibility, with 100% of critical talent profiled and flight-risk tagged, and 96% of the 2025 talent review cycle completed across the Group.
- Established the foundation for succession planning at scale, bringing together 1,498 roles, 570 leadership incumbents, and a 202-incumbent masterlist into a structured talent and succession architecture.
- Connected talent insights to business decisions, translating succession and retention priorities into perspectives relevant to both the Board and Finance leadership.
- Designed and led Launchpad 2.0, the enterprise successor development program focused on accelerating the readiness of identified successors for critical leadership roles.
F
Fonterra
Dairy multinational · Philippines & South East Asia · 2017 – 2024
AnchorAnleneAnmumFernleaf
Project Manager, Office of the General ManagerMay — Sep 2024
- Ran the country people agenda from the GM's office as the connective tissue between senior leadership and the wider employee base.
- Spearheaded the Data Roadmap Initiative, unifying data across Sales, Supply Chain and Consumer Sales; co-led the national conference.
L&D Lead, South East Asia · Engagement Lead, Philippines2021 — 2022
- Built the SEA leadership curriculum and competency matrices for key talents; localized and facilitated License to Lead across the region.
- Person-in-charge for Great Place To Work and HR Asia certification — 91% Trust Index, 98% saying Fonterra is a physically safe place to work.
- Launched LinkedIn Learning for the Philippines and Southeast Asia; ran Digital NatCon through the pandemic.
HR Advisor, Learning & Development2017 — 2019
- Held core HR for the operating country — recruitment, employer branding, L&D and internal communications.
S
SeaBank Philippines
Digital bank, Sea Group · BSP-regulated · 2022 – 2024
SeaBankSea GroupShopee ecosystem
Head, Talent Management & Learning and Development2022 — 2024
- Built the entire function from zero — performance and succession policy, full-cycle review, career-mapping architecture, training calendar.
- 100% talent profiling and 100% development-plan completion across emerging and key segments.
- Cleared a full Internal Audit and BSP cycle with every committed action remediated — governance rigor inside a fast-scaling bank.
- Moved mandatory learning to e-learning and launched the New Management Program, Buddy Program and Training Data Bank.
SH
Shakey's Philippines
Food service & retail · Listed, Philippines · 2016 – 2017
Shakey's PizzaPeri-Peri
HR Officer, Learning Design & Technology2016 — 2017
- Decentralized KRA modules to restaurant operations, moving capability building closer to the floor.
- Built competency-based training that tied learning directly to operational standards across restaurants and head office.
AB
Asia Brewery
Beverage manufacturing & distribution · 2012 – 2015
Colt 45Beer na BeerAbsoluteSummitCobraTanduay Ice
HR Associate → Supervisor, Learning & Development2012 — 2015
- Co-built Job Skills Profiling from rank-and-file to managerial roles, across head office and plant.
- Created LEAP and Moving Into Management, rolled out across four regional plants for newly promoted leaders.
- Held full ISO audit compliance for learning processes, measures and evaluations.
L
Lighthouse Consultancy
Founder · Team-building practice · Part-time, ongoing
GlobeSchneider ElectricJollibeeBPI Makati SouthAntelTom's WorldXpress
Facilitator & consultantOngoing
- Founded as a team-building partner for Camp Benjamin and other Metro Manila resorts.
- Programs built around what a team is actually stuck on — collaboration, alignment, trust — not an off-the-shelf activity list.
Sep 2024 – Mar 2025 · An intentional career break, kept active through consultancy — team-strengthening programs for Antel Global and BPI.
Selected work
Systems that changed how the business sees its talent.
Talent 360
Turning scattered talent data into decisions leaders can act on · 2026Good talent decisions are difficult when the story of a person is scattered across spreadsheets, assessments, and review conversations. Talent 360 was built to change that—not simply by putting data in one place, but by making the whole talent story visible.
Across 26 business segments and 340+ talents, I brought together performance, potential, 9-box placement, readiness, retention risk, competencies, and development priorities into a single talent view.
- One view of the talent story. Leaders can see the person beyond a rating—where they are today, where they could go, and what needs to happen next.
- From assessment to action. Development priorities and IDPs became part of the talent conversation rather than something discussed after the review.
- Better calibration conversations. Less time reconciling spreadsheets, more time discussing people, readiness, and the decisions that matter.
- Visibility while there is still time to act. Talent movement and A-Zone development progress can be seen early enough for leaders to intervene, develop, and retain critical talent.
26Business segments
340+Talents in one view
1Talent story per person
Launchpad 2.0
Enterprise successor development · Sole ownerTalent 360 says who the successors are. Launchpad 2.0 is what happens to them next.
- Structured mentoring for successors rated ready in one to three years, each paired with a senior leader against a named critical role.
- Owned end to end — design, cohorts, development tracks and the reporting that keeps the pipeline visible from line manager to board. 2026 sprint, 2027 group rollout.
- Stay interviews for green-zone talent — the people who leave quietly while everyone assumes they are content.
457Talents assessed, 2025 cycle
96%IDP creation
90%IDP progress
The Succession Map
Creating a clearer view of leadership continuitySuccession discussions often start with different pieces of information—roles, potential successors, readiness, and retention concerns. The Succession Map brought these together into a more consistent view of leadership continuity across the organization.
- Leadership roles mapped with greater clarity. Each position is linked to its successor pool and readiness horizon, making succession coverage easier to understand and discuss.
- A more consistent view of critical talent. A weighted five-dimension assessment helped organize talent into four tiers—Emerging, Key, Successor, and Critical.
- A common basis for investment decisions. A shared way for HR and business leaders to discuss succession risks, retention priorities, and where development investment has the greatest impact.
1,498Roles covered
570Leadership incumbents
202Incumbent masterlist
01 / 03
From opinion to evidence
Talent decisions used to rest on who remembered whom. They now rest on one consolidated view of competency, performance and potential.
Succession the board can govern
Reported around three pillars: build future leaders, protect capability and continuity, strengthen the pipeline.
Development aimed at the real gap
Executive capability assessed group-wide: strong operators, thin on enterprise thinking and executive presence. Spend now points there.
An HR function that can carry it
The capability audit turned inward too, shaping an HR Academy built for what the function is actually being asked to do.
Built at the pace the business moves
Where an instrument was needed and none existed, I built it rather than waiting a procurement cycle.
Judgment stays human
AI structures, ranks and drafts. It never decides who is a successor — that call sits with the leaders accountable for it.
Markets
Manila-based. Connected to the region.
Based in the Philippines, with experience working across Asia-Pacific through regional working groups, COE partnerships, and cross-market collaboration. I’ve contributed as a subject matter expert, facilitated learning sessions with diverse teams, and worked alongside regional counterparts to shape and adapt talent and learning initiatives across different cultural contexts.
PhilippinesSingaporeMalaysiaThailandVietnamAustraliaNew Zealand
The instrument
The nine-box, in practice.
Every organization draws this grid. Fewer decide what actually happens in each box. Pick one.
Potential →
Performance →
Box 9 · High performance · High potential
Star
Delivers now and can go further, faster than the structure around them.
The move
Put them on the successor track and tell them so. Launchpad 2.0 cohort, a named critical role to aim at, and board visibility. I run a stay interview early — this is the group that leaves quietly while everyone assumes they are happy.
Working method
AI as an operating layer, not a talking point.
01 · Build
The tool, when no tool exists
Review portals, dashboards, databanks. If the function needs an instrument and nobody has bought one, I prototype it and put it in front of users the same week.
02 · Structure
Messy people data into analysis
Competency records, review notes and scattered org data become reusable pipelines — the next cycle costs hours instead of weeks, and the numbers reconcile.
03 · Draft
At executive altitude
Board and CFO narratives shaped fast, then edited hard by hand. Speed on the first draft buys time for the argument and the questions I will be asked in the room.
04 · Hold the line
Judgment stays human
AI structures, ranks and drafts. It does not decide who is a successor. Calibration, readiness and promotion calls stay with the leaders accountable for them.
Programs
Built, localized and facilitated in the room.
Leadership
License to LeadLeadership Essentials, SEASituational Leadership7 HabitsMoving Into ManagementNew Management ProgramEmotional IntelligenceCoaching to Lead
Talent & succession
Launchpad 2.0Quarterly Talent ReviewSuccession Planning PolicyJob Skills ProfilingCompetency MatricesIndividual Development PlansStay InterviewsPerformance Improvement Plans
Capability & onboarding
LEAPEmployee Learning RoadmapBank Mandatory Learninge-Learning TransformationLinkedIn Learning rolloutNew Hire OrientationBuddy ProgramTraining Data Bank
Culture & engagement
High-Performing Team ProgramStrategy Into ActionCoaching & MentoringDiversity & InclusionCulture ClubEmployer BrandingHealth & WellbeingDigital NatCon
FAQ
The questions I usually get asked.
What kind of role are you looking for?
I’m ready for a Head-level or regional role across Talent Management, Organizational Development, Learning & Development, or broader HR leadership. At this stage of my career, I’m most interested in owning a function end to end—shaping the strategy, building the architecture behind it, developing the team, and making sure the work ultimately changes how the organization develops and retains its people.
Are you open to relocating?
Yes. I am mobile — open to roles based in the Philippines, with a multinational operating here, or abroad. I have worked across seven Asia-Pacific markets and am comfortable operating across time zones and cultural contexts.
How do you actually use AI in HR work?
Building instruments the function does not have, structuring messy people data into pipelines that survive the next cycle, and accelerating the first draft of executive material so the time goes into the argument.
What I do not use it for is the decision. It never places a person in a box.
Do you build the tools yourself?
Yes — as prototypes that prove the workflow in a live cycle, not as enterprise software. When something needs to scale, the prototype becomes the spec, and a spec written from a working tool is a very different conversation with IT or a vendor.
Do you still facilitate, or just design?
Both. I still run team-building and leadership sessions through Lighthouse Consultancy on weekends. Standing in front of a room is the fastest feedback loop there is on whether a program works — you cannot get that from a completion report.
Can you share references?
Yes — a former manager, a former colleague and a former direct report are happy to speak to my work. Contact details on request.
Education
Diploma in Organizational DevelopmentAteneo CORD
BSBA, Marketing ManagementManila Business College
How I work
Conscientiousness-ledDISC: C · I · D · S — precision first, then persuasion.
ENFJMBTI — people-oriented, structured, decisive.
Diversity, Equity & Inclusion allyChampioned D&I initiatives across the markets I have worked in.
Contact
Open to Head-level and regional HR roles.
If you are building a talent function — or fixing one — I would like to hear what you are up against. Open to opportunities in the Philippines and abroad.
PDF · Updated 2026
Metro Manila, Philippines · Open to relocation