Ebru Rigoni

Background

About Ebru Rigoni

I am a senior Human Resources, People & Culture leader with strong expertise in change management. My superpower is leveraging my deep understanding of people during ambiguous, large-scale change and transformation. With exceptional stakeholder management and influencing skills, I am skilled at helping organisations create high performing, engaged and capable workforces, meeting teams where they are and guiding them forward with practical, strategic and commercial advice. I am passionate about building future-ready workforces and solving complex problems with the right solutions. I am known for my strong cross-sector agility and experience in matrixed, high-risk, and high-profile contexts. Recognised for combining HR technical excellence with emotional intelligence, commercial acumen, and a values-led approach that puts people at the centre of progress. Key Achievements include: • CHRO reward for successfully leading the project management, development and execution of enterprise-wide performance management process. • Experienced in strategic and operational environments with capability across divestment and acquisition and transition of workforces of varying sizes. • Led large scale organisational design, operating model changes, efficiency and cost reduction programs of work. • Led change and transformation in high risk, high profile unionised work environments including the closure of 4 warehouses in NSW and relocation of large workforce with nil industrial disputes and media coverage. • HR lead managing COVID response for an essential workforce of ~650 and keeping the third party logistics site operational. • People lead on the closure of a national mailing business with sites across Australia; I developed people plan to manage the transition and retrenchment of its workforce of ~450. • Developed training and coaching for frontline leaders and uplifting their leadership capabilities. • Developed and implemented sexual harassment workshops for a site with 80% male profile. • Established the absenteeism management process which reduced leave liability by $10K per week, netting an overall saving of approximately $500K annually.