About Me

Founder, Belongingness by Anne-Marie Finch, 2022 –

I support investors and companies with guidance on how to scale a cultural foundation of Belongingness where conscious leadership is attracting first-class talents.

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Chief People/Belongingness Officer, Star and Templafy, 2018 – 2022

Templafy is a B2B Software-as-a-Service company, helping users improve productivity, branding, and compliance across business documents, presentations, and emails (www.templafy.com).

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Star is a global consultancy that connects insights, strategy, design, engineering and marketing services into a seamless workflow (www.star.global).

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Key responsibilities:

Driving profitable business planning and budgeting for the HR function to ensure adequate. delivery of results through recruitment, development and retention.

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​Senior Vice President Global HR & Talent, Trustpilot A/S, 2014 – 2018

Trustpilot A/S is a global online review platform for eCommerce that builds trust and transparency between consumers and businesses (www.trustpilot.com).

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Key responsibilities:

• Driving profitable business planning and budgeting for the HR function to ensure adequate. delivery of results through recruitment, development and retention.​

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Key results:

• New HR & Talent organisation launched across DK, US, UK and LI.

• Growing the company from 250 to +700 employees, including the hirings of several key executives.

• Opening of three offices in Berlin, Denver and Vilnius.

• Savings of +59% in cost per hire from 2015 to 2018 from USD 12K to USD 5K.

• Implemented a global HRIS and executed a 3-step recruiting plan (build team, focus on sales recruiting, track metrics) to handle key HR data effectively and run global volume and quality recruitment targeting sales and non-sales joiners.

• In 2018, the Mogul NY Magazine ranked Trustpilot as #68 of Top 100 Innovators in Diversity & Inclusion due to enormous strides in hiring diverse talent, creating welcoming environments for employees and contributing to society in meaningful ways. 

 

 

HR Senior Director, TELMORE and Fullrate A/S, 2010 – 2014

TELMORE A/S is the largest mobile virtual network operator (www.telmore.dk) whereas Fullrate A/S was a Danish internet service provider specialized within broadband and television (www.fullrate.dk).

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Key responsibilities:

HR at TELMORE & Fullrate.

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Key results:

• Successful outsourcing and integration of Telmore into the TDC Group in order to strengthen synergies.

• Lead organization through CEO´s within three years with three different strategies encompassing restructuring of the organisational design, cross-functional reviews and ownership in every strategy.

• 14pp increased employee satisfaction from 2011 to 2013: Four-month-long LEAN process in order to secure employee focus on strategic value-adding projects, updated job descriptions from level 1-4 in order to sharpen cross-functional effectiveness in the organisation, strategic workforce priorities and hiring of commercial people profiles.

• 12pp increased management development from 2011 to 2013: Strengthened management by focusing training on self-management and people management, i.e. guiding people according to the needs of the individual and the team.

• My own personal management results: 95 (2013) and 99 (2012) out of 100 as people manager and average 4,7 out of 5 in 360 degree management review.

• Inbound sales increased with 300%: Changing pay and bonus systems to be more motivating and in line with market practice, focused management training and sharpened recruitment setup focusing commercial profiles.

• Incentive structure implemented.

• Reviewed Excellent (highest degree) in Management Reviews 2012 and 2013.

• Reviewed over target on key group skills: Executor; Transformator; Robust. 

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Talent Manager & Executive Coach, Top40/100/400, TDC A/S, 2007 – 2010

TDC Holding A/S or TDC Group is a Danish telecommunications company dating back to 1879. TDC Group is the largest telecommunications company in Denmark (www.tdc.dk).

Responsibilities:
Talent manager and executive coach working with top executives. Responsible for the development and execution of a two-year executive group program, the end-to-end development, implementation and execution of the TDC assessment center and the diversity program 'Women in Leadership'.

Key results:

• No.1 top results within group mobility. Executives: KPI of 80%, realized with above target of 133% and executive project directors: KPI of 50%, realized with above target of 88%.

• Assessment center development and execution of 300 executive assessments.

• Successfully executed talent programs with examined business development projects, cross functional career mobility and top level succession planning with a high satisfaction rate among participants: 4,5 out of 5. Several of my talents have later enrolled the TDC corporate high potentials program being candidates for future top management positions.

• No.1 top result in talent retention with a low churn of 7% - external benchmark of 17%.

• Major increase in group mobility, from 3 to 14 executives having new group positions. Retention of these key persons means at least cost savings of approx. 12 million.

• Conference contributor on talent management: Barcelona/2010, Prague/2009 and Copenhagen/2008.

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Management Consultant, Nokia A/S, 2005 – 2006

Nokia Corporation is a Finnish multinational telecommunications, information technology, and consumer electronics corporation, established in 1865 (www.nokia.com).
 

Responsibility and key result: Development and execution of a high performance team program.