Matthew Bain

Serve as strategic talent and culture advisor at a global biopharmaceutical company, partnering with executive leadership across 300+ locations to embed talent-forward practices into business operations.

·Serve as a strategic People Operations leader and trusted advisor to C-Suite, overseeing the full employee lifecycle and operationalizing people strategy to drive business performance and organizational transformation in an agile, distributed environment.

·Lead cohort-based capability profile creation and development programs, aligning leadership development to enterprise talent models.

·Drive HR behavioral transformation workstream and support organizational redesign efforts, shaping leadership composition and workforce strategy.

·Lead L&D function, designing career development pathways and feedback loops across the organization; executed full redesign of department structure and programming portfolio to improve scalability.

·Spearhead change management efforts for operational excellence and major transformation programs, including de-merger preparation & Operational Separation of our Vaccines business.

·Leverage talent dashboards and analytics to assess pipeline health, identify retention risks, and inform data-driven action plans; REACH program contributed to 15%+ reduction in resignations.

·Apply agile (SCRUM) methodology within People Ops, building scalable HR workflows that accelerated program delivery and reduced time-to-launch across people initiatives.

Network Partners | Director, HR & Employee Experience Mar 2020 – May 2022 | Warsaw, IN

Executive team member responsible for building and leading HR strategy, talent operations, and employee experience across a multi-company group scaling from $25M to $70M in revenue within two years.

·Partnered with C-Suite as strategic People Operations business partner, facilitating 3–5-year strategic visioning and translating business priorities into workforce plans, hiring roadmaps, and compensation philosophies.

·Built and owned talent development and succession mapping programs ensuring key-role continuity and pipeline readiness.

·Designed and deployed HR analytics dashboard including eNPS surveys, enabling data-driven talent insights and engagement measurements.

·Led team of 5 HR professionals; managed M&A due diligence, private equity acquisition requirements, talent acquisition strategy, and full HR function build-out including HRIS and ATS implementation.

·Implemented new LMS and automated onboarding; managed apprenticeship program learning for multiple cohorts.

·Designed total rewards and compensation philosophy; restructured HR function including payroll, benefits, and systems transitions—creating path to self-funding benefits model and competitive remote-work perks.

Strategic L&D and organizational development leader supporting global business units generating 10B+ in revenue with 2,000+ FTE across North and South America.

·Co-created and deployed company-wide change management framework adopted globally.

·Designed and executed cornerstone leadership development programs for the entire organization; increased learning hours per member from 15 to 24+.

·Led global launches of diversity, innovation, and digital transformation (DNA Series) programs, accelerating enterprise capability building.

·Co-created and launched values-based performance management system incorporating OKR frameworks and 360-degree review cycles; improved learning satisfaction scores by 20 percentage points over two years.

·Managed LMS implementation, reporting analytics, and all regulatory compliance training including international banking regulation.

·Introduced SCRUM to HR, enhancing agility and delivery speed across talent and development programs.

·Managed team of 5–8 direct and 200+ indirect reports, supporting training requirements for up to 6,000 employees across the region.

·Implemented engineered labor standards and gamified training programs targeting KPIs, delivering $2M+ savings per year per location in attendance, performance, safety, and quality metrics.

·Successfully stood up training systems for three major work-site acquisitions; created supervisor cross-training program.