El mostafa Obbade

EDS/HP Merger Integration WW HR L&D Lead - Director at HP
June 2008 – Present (1 year 11 months)

- Worked as a prime leader for the combined HP/EDS LD integration team in the “clean room”. Delivred 100% of our deliverables on time.
- Developed the plan to accelerate the integration with Specific budgets (9M$) aligned per sub-team and with clear target savings (5MS).
- Over achieved by 50% the targeted saving.
- MERGER PLANNING AND ORGANIZATIONAL DESIGN. Led the team of Hewlett Packard and EDS learning and Development professionals to design post-merger Hewlett Packard learning & Development organization . Delivered post-merger execution plans for eliminating curricula duplication and migrating pre-merger EDS businesses portals. Designed new business processes for merging budgets while tracking company investment in development. Integrated talent management processes and right-sized staffing plans and post-merger organization design.

- POST MERGER SUPPORT. Led combined business teams in the implementation , “Welcome to the New Hewlett Packard/ Welcome to the New EDS” training solutions for employees and "Fast Start for Managers. Over 100,000 company-wide employees completed these e-modules in the first 90-120 days post merger.
Implemented timely the different projects and over-achieved the saving by 5 M$.

January 2006 – June 2008 (2 years 6 months)

Managing large budget (up to 70 M$) and a WW cross culture/geographies team (Managers and individual contributors) (up to 120 people)
- Led large transformation and Optimization of the organization
 Led the development for the strategic capabilities for HP Services and set the governance councils to drive continuous alignment between LD to Business strategies. Delivered over 3Millions hours of training with focus on critical and Pivotal roles in the services. For both HP employee and the services Channel Partners.

January 2001 – 2006 (5 years)

 Led the talent Management & development planning reviews for TSG EMEA under HP EMEA GM with Executives interviews to define key competencies for executive roles & prepare the succession plans
 Worked with the Sales Leadership team to upgrade EMEA Sales to executives selling capabilities with the Sales Excellence program : 10% increase in selling strategic project.

1994-1997 Complex Program Mgr Lead:
 Knowledge Programs: Crafted and deployed the global knowledge strategy for both internal and external customers. A knowledge data warehouse (funding : 10 M$ over 3 years) with over 4 millions documents and over 800 000 hits a month from both internal and external customers


1992 – 1994

Participated in the definition and deployment of the Business development strategies for the Services Multi-vendor programs.
 Technical Marketing for HP product support
 Program Managed European “FileNet” (digital Storage Leader) implementation (HP largest Multi-Vendor partner): Successfully and timely implemented the European deal. Increased the profitability by 10%. (By creating streamlined European procurement processes).
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 Business Creation: Built the business plan and executed the overall strategy for the start-up company in Computer sales and service. Collaborated to Recruit all members of initial management
 Corporate vision: Crafted with the CEO the vision and values. Developed communication and training strategy to ensure that founders vision was implemented
 Held several functional roles to achieve over 50% yearly growths (30M$ &3rd HP Vendor) in France in the 6 first years, 60 people after 8 years...
 SW business: Extended the business from 2M$ to 10 M$ in 4 years by leading Pre-sales, Development & Post Sales.