Stephan Thoma
Chief Workforce Augmentation Officer at AI Risk
Stephan Thoma
Chief Workforce Augmentation Officer at AI Risk
United Kingdom
Overview
Work Experience
Chief Workforce Augmentation Officer
2024 - Current
We help leaders understand the risks associated with developing and deploying AI and activate the best solutions. Organisations and roles within them will evolve rapidly, and the People, Skills and Cultural dynamics are a key success factor Check https://www.ai-risk.co/ and contact us for more.
Talent, Learning and People Advisor
2014
Stephan is an independent strategic level advisor and coach, after nearly eight years at Google as a Global Learning and Development Director. Clients are smaller European / global companies seeking to scale rapidly and learn from the experiences of major US tech players, and more traditional larger companies who seek to refresh and renew their people and talent strategies and approaches. The engagements can be project based, or in a ‘Subject Matter Expert’ long term advisory capacity to leaders of these domains in organizations to help them deliver the optimum contributions. Example assignments and impact: 1) Work with HR and line executives on the people, culture and talent issues in scaling their business rapidly and internationally 2) Review existing talent and development strategies and update to incorporate more progressive thinking and practice 3) OKRs – designing appropriate plans to implement for a business and partner with the Exec & HR team in implementation 4) Transformation of Training / Learning & Development functions to be more focused, business aligned and best in class 5) Review of progressive HR and Talent thinking and deliverables from ‘Silicon Valley’, and integration into companies’ operating model and practices 6) Work with teams and individuals on their effectiveness and impact – team advisory, facilitation and one-to-one career and personal development coaching He’s an engineer by origins and still sees himself as a rusty engineer as he’s really motivated to build systems, albeit people ones now, and help to optimize them to run for the long term. He’s a strong coach and people developer and also been a key-note speaker at 25+ International external conferences & events globally in recent years, including in Amsterdam, Brussels, Hong Kong, Singapore, Miami, Istanbul, Barcelona and London.
Strategic Advisor
2017
Strategic Advisor and Angel investor in key progressive Learning /People Dev Startups: Voco: Voco is a key solution to build culture and connectivity in the new hybrid world of work. It connects peers for curated, impactful conversations about work, bringing people together on equal terms to share perspectives and solve problems together. It helps easily build the right career support networks so everyone can be their best - and happiest - at work. Check it out: www.joinvoco.io Learnerbly transforms the way people learn in progressive organisations via a rich curated marketplace of learning resources (books, courses, conferences, coaches + more) from 250+ providers globally,with none of the administrative/procurement hassle, and one simple invoice. Check it out...
Global Learning & Development Director
2006 - 2014
I held 3 roles over the seven and half years I worked at Google: June 2012 – July 2014 COO or ‘chief of staff’ to the VP of Google’s company wide global L&D team (‘Peopledev’); a function of 230 people globally. Based in London, with 1-2 weeks every month in California.Leadership and strategy of our global enablement teams: Instructional design, learning innovation, strategy, evaluation & metrics; circa 50 people overall based in California, EMEA and APAC. Coached senior leaders within the team, and mediated cross team issues and trade-offs July 2009 – June 2012: Global leader for the GoogleEDU team, Google’s enterprise wide Learning & Development team at the time, covering all cross functional executive and leadership development, management development and employee career / capability building programs and services. Based in London, with 1 week every month in California and other extensive travel. Over this period the team grew through consolidation /centralization of several L&D teams, to a maximum size of ~140 employees, approximately 50% in California, the remainder in EMEA, New York and APAC. October 2006 – July 2009 Hired to establish an EMEA L&D team for Google; responsible for strategy, team leadership, stakeholder management, and a member of the EMEA HR leadership team. Created what was regarded as one of the highest impact L&D teams in Google at the time, and influenced the global L&D direction and strategy. Grew it to team of 23 across EMEA.Coached several key leaders in region, worked with the senior leadership team to design and co-deliver a Director and Country Manager sales leadership program.
Group Learning & Development Director
2001 - 2006
In the merger of ntl, Telewest and Virgin Mobile, project managed the executive assessment process with Egon Zehnder for the most senior 130 leaders, and the pre-merger culture workstream Senior Level Talent Management. Built the executive development talent process: definition of a new capability model, assessment centres, 360 feedback, individualised development planning, coaching and ‘Talent Review Boards’ chaired by the CEO Created the Learning strategy for the company; established the company wide overall learning & development model, combining core strategy and best practices, with devolved divisional accountabilities
Manager, Organisational Effectiveness & Leadership, EMEA
1999 - 2001
A new role as the EMEA element of Cisco’s HR Development team, responsible for deployment in EMEA, a client group of around 8,000 employees. Gained buy in and commitment towards L&D at an Exec level Created Cisco’s first Executive Business Program at IMD and ISEAD, and a full supporting curriculum of developmental leadership programs
EMEA Development & Training Manager
1997 - 1999
A new role as European lead as part of the global OD team in the US. Partnered in global strategy and in support of 3Com’s global leadership development activities
European Training & Development Manager
1994 - 1997
Worked with GE’s Corporate Leadership Development – ‘Crotonville’ – co-delivered a number of GE’s core Leadership and Change Management programs, and as a Change Acceleration Process (CAP) Facilitator. Career Development Planning. Designed and rolled out a self directed ‘Toolkit’ and supporting workshops, to support people and create the climate for on going individual development ownership Facilitation & delivery across Europe; eg GE Workouts and Change workshops, Sales Major Account Planning, Team Building, New Manager Assimilation sessions and Leadership workshops Built a team in Europe that could address local needs whilst also deliver corporate initiatives. Benchmarked and brought in best practices, ran ‘Train the Trainer’ sessions and created Trainer’s Toolkits For my work I received a GE ‘Excellence’ Management recognition award.
Resources Planning Manager
1990 - 1994
Implemented and ran the HR processes that supported a major change initiative which moved the Software Development group to a flexible matrix managed 'Resource Pool'
Education
Master of Science (M.Sc.)
1987 - 1988
Postgraduate Research Officer
1984 - 1987
BSc
1980 - 1984