TOMASZ REY

• Set strategic direction for growth and profitability
• Drive business development and secure new clients
• Manage finances for sustainability and profitability
• Perform key projects for customers
• Manage a team
• Managed partnerships and strategic business relationships by negotiating contract terms and handling conflicts.

• Strategic design, implementation, and management of an innovative Total Rewards function
• Development and maintenance of a global salary structure which supports company’s global business
• Management of variable pay programs that incentivize and reward innovation and successful outcomes
• Management of existing equity programs for Employees and Top
• Executives
• Team management
• Managed and motivated employees to be productive and engaged in work.
• Managed budgets effectively, ensuring optimal financial performance while investing in necessary resources for business growth.

• Development of remuneration strategy and valuation of job posts
• Development of HR Controlling function and participation in budgeting process
• Implementation of benefits for employees
• Development of internal HR tools and automation of HR processes
• Team management.
• Analyzed market trends to ensure competitiveness of company''s benefits offerings in recruitment efforts.

• Regulatory compensation advisory projects for financial institutions (banks, insurance companies, and brokerage houses)
• Hybrid work model development for EY in Poland
• Speaker at 2 events of The Polish Bank Association
• Team management.
• Maximized performance by monitoring daily activities and mentoring team members.

• In charge of annual salary review reward assumption process – cooperation with 28 Territories within PwC CEE at Human Capital
• Directors CFOs and Managing Partners
• Review of bonus schemes and definition of improvement initiatives
• Transformation project for a large international manufacturing company
• The aim of the project is an implementation of a new
• Target Operating Model supported by a new IT platform that will improve financial reporting on a group level and enable headcount optimization of processes (advisory assignment)
• Development of annual PwC in Poland reports regarding remuneration of Management Boards and Supervisory Boards
• Members of Companies listed at Warsaw Stock Exchange.

• Developed a new Remuneration Strategy for PKO Bank Polski
• Successfully negotiated with Representatives of Labor Unions regarding change in ZUZP (Internal Labor Agreement within PKO) adjusting it to new job valuation method
• All job positions in the bank reviewed and valued according to
• Korn Ferry Hay Group method
• Constant adjustment of internal HR regulations in line with external regulations related to base pay and variable pay (public sector salary cap Mifid II EBA)
• Implemented various HR-related tools: Total Rewards Statement
• Referral Program Retention Program
• In charge of Management Board and Material Risk Takers (MRT) annual MbO goals setting bonus calculation and navigation throughout corporate procedures
• Improvement of internal processes related to organizational change and job post valuation
• Team management

• Development of innovation services of KPMG Advisory for large corporations and startups.
• Review of current variable pay systems and definition of a target variable pay schemes for an insurance company in a post-merger integration period.
• Change management in a global transformation programme for a global chain of restaurants.
• Development of Innovation Strategy for a petrochemical company.
• Analysis and setup of a Corporate Venture Capital Fund for a petrochemical company.
• Organizational and process efficiency review of a railway infrastructure operator (strategy development pre-investment analysis investment process PMO and reporting).
• Organizational audit and development of a corporate strategy initiatives for a national polish press agency.
• Compliance audits for a leading electronic devices manufacturer – performance review of procurement assets financial HR and legal functions. Identification of improvements areas.
• Business process improvement and PMO role for a radio and TV broadcasting company.
• Several vendor due diligence processes focused on HR finance and product/services areas.

• Management of finance and accounting department
• Budgeting and planning expense controlling
• Financial management of Spanish goods promotional campaigns run by external marketing agencies
• HR administration payroll and resources management
• Team management

• HR Due diligence
• Analysis of HR function risks and local legislation issues in 17 CEE markets
• MBO system definition and support in implementation
• Employee engagement study
• Organizational audit of SME company – review of organizational structure and roles processes procedures and documents.

• Development of a Target Operating Model for a Distribution Area of PGE Capital Group (8 daughter companies ca
• 14 thousands employees covering 40% of polish energy distribution market)
• Development of a Target Operating Model for PGE Capital Group – a group of ca
• 180 companies (38 thousands employees) in 5 business lines
• Running workshops and participation in negotiations with management boards of 8 energy distribution daughter companies of PGE Capital Group
• Analysis and design of a remuneration system for PGE

• Developed strategy projects for financial, pharmaceutical, and public sectors
• Implemented MBO systems for a pharmaceutical company
• Analyzed and improved remuneration and motivation systems for a national airline
• Adjusted procurement strategy for Orlen Group in Lithuania and
• Czech Republic
• Designed new remuneration systems for a local bank in Ukraine and conducted due diligence projects for various industries in
• Poland and Central Europe.