Brick Data Technology

Brick Data Technology is a $250M managed services firm which specializes in secure, performance-driven Cloud hosting and data management for the Life Sciences, Financial Services, and Legal Services industries, in the North and Latin American markets. Contracted, Full-time, Executive level Human Resource Leadership position, under the Scorched Talent, LLC umbrella. Position responsible for providing overall leadership, direction and all Human Resources related strategy and support. Position had oversight of 500 Sales, Service, and Technology Professionals located throughout the United States, Canada, and Latin America. Oversight of 5 facilities, staff of 5 direct reports, and a budgetary responsibility of over $3 M.

Chief Human Resource Officer - Full Time, Interim

Scorched Talent, LLC

Scorched Talent, LLC specializes in providing interim Human Resource leadership solutions, tactical and strategic Talent Management Solutions, and Executive Recruitment services to the Private Equity, Medical Diagnostic Devices, Manufacturing, as well as other industries in the small-cap spaces (typically $5M - $2B).

Since 1/2021 - Have been acting as CHRO for Brick Data Technology, Inc., a Private Equity held Information Technology consulting firm, our largest client.

Principal HR and Talent Management Consultant

Deloitte

Deloitte is a $60B International professional services firm with 415,000 employees, globally.  While at Deloitte Consulting, held the title of Manager within their Human Capital Practice.  Responsibilities included, and not limited to: managing projects, building relationships with clients, developing talent, contributing to thought leadership, and supporting the development of Deloitte's Human Capital practice.

Manager - Human Capital Practice

General Motors

GMAC Home Services, later becoming Brookfield GRS (BGRS) was a $250MM division of Brookfield Asset Management.  GMAC Home Services, later BGRS is a leading global provider of real estate and relocation services.  Senior-level Human Resource Generalist position, with client population of 850 people, oversight of 7 facilities within North America and South America with a staff of 3 direct reports, and a budget of $1.250M.

Vice President of Human Resources - Americas - GMAC Home Services

Siemens

Siemens Healthcare Diagnostics was a $6.5B division of Siemens Healthcare Sector, which manufactures and distributes Clinical Diagnostic devices and supplies.  Senior-level HR generalist position responsible for providing overall leadership, direction and all Human Resources related strategy and support.  Position had oversight of 3,500 Sales, Service, Supply Chain, Procurement, EH&S, Manufacturing and Distribution employees located throughout the United States, Canada, and Latin America (Brazil, Mexico, Argentina, Chile & Puerto Rico).  Oversight of 16 union/non-union manufacturing facilities, staff of 35 direct/indirect reports, and budgetary responsibility of over $5.2 M.

Head of Human Resources, Americas

VWR, part of Avantor

VWR International was a $4.5B manufacturer, distributor, and logistics provider of Medical and Laboratory supplies and devices and part of Private Equity Firm CD&R (Clayton, Dubilier & Rice).  Position had a client population of 1,250 people with a staff of 4 direct reports.  Supported Manufacturing and Distribution, Sales, Marketing, Service, and 5 Unionized facilities throughout the United States and Canada.

Vice President of Human Resources and Talent Acquisition, Americas

Compass Group USA

Human Resource Director - Corporate Resources

NextGen DNA

Executive Recruiter

AT&T

Human Resources Manager

Are you experiencing high turnover rates without a clear understanding of why employees are leaving or a process to retain them?

As a leader, are you unsure about measuring and promoting top performers effectively?

Is your organization struggling to find and recruit the right candidates?

These challenges are not only frustrating but can lead to significant expenses. Consider these alarming statistics:

🚩 In January 2023 alone, 3.9 million people left their jobs, significantly higher than pre-pandemic levels.

🚩 Replacing a full-time employee can cost up to 2x-5x their annual compensation.

🚩 Shockingly, 40% of employees who quit did so within the first year, with 2/3rds leaving in the first six months.

If you're tired of wasting time and resources, we can help. Hi, I'm Michael Potvin, and I specialize in solving these Talent Management challenges.

Unlike other HR and Talent Management consulting firms, we have first-hand experience, and have "held the chair" as a CHRO and Head of HR for organizations and worked for top consulting firms like Deloitte, giving us a wealth of best practices to draw upon.

✅ We help our clients quickly & effectively attract, retain, develop, and promote excellent qualified, cultural fits to their organization.

✅ Our "Recruitment Accelerator" and our multi-pronged Talent Management process will get your open spots filled quickly and cost-effectively. 

✅ With our help, you can build a robust talent bench that sticks around.

Don't leave your Talent Management to chance. Partner with us to navigate every step of the journey effectively. 

DM or text me at 815.354.6784 today to stop watching great employees walk out the door.

Michael Potvin

💡 Let’s Normalize Sharing Interview Questions Beforehand! 💡
Imagine walking into an interview prepared, confident, and fully ready to share your story. That’s the power of sharing interview questions in advance. It’s a game-changer for candidates and interviewers, and here’s why every hiring team should make it a best practice.

1️⃣ Better Prepared Candidates, Richer Conversations 🗣️
Knowing the questions ahead of time empowers candidates to dive deep. They can prepare thoughtful examples, stories, and achievements to share in a more genuine, compelling way. No more scrambling for answers under pressure—it’s all about meaningful, valuable conversations. When candidates feel prepared, interviewers see their best selves.

2️⃣ Smooth, Structured Interviews 🗂️
When interviewers send questions in advance, they have to organize their thoughts and plan. This structure makes the interview flow smoothly, allowing interviewers to focus on responses rather than coming up with questions on the fly. The result? A more efficient, effective evaluation process where both sides can be truly engaged.

3️⃣ Encourages Candidate Curiosity 💡
Sharing that final question—"What questions do you have for me?"—reminds candidates to think critically about the role and company. This isn’t just a test of curiosity; it’s an invitation to show what they value, allowing interviewers a deeper glimpse into their priorities and thought processes.

4️⃣ Supports Inclusivity and Equity 🌍
Interviews are high-stakes situations, and providing questions upfront gives all candidates, especially neurodiverse or introverted individuals, an equitable chance to prepare. It levels the playing field and removes some of the inherent biases in traditional interview structures, making it easier for everyone to succeed.

What’s Your Take?

If you’re a recruiter or hiring manager, have you tried sharing interview questions beforehand? If so, what benefits or challenges did you experience? If not, what’s holding you back? Let’s discuss how we can make the interview process fairer and more effective for everyone involved. 🚀

Candidates, if you’ve experienced an interview where you received questions upfront, how did it change your experience? Let’s hear your story in the comments! 👇

Let’s work together to build a new standard in hiring—one that’s more equitable, insightful, and rewarding for everyone. 🌟

#EmpoweringInterviews #InclusivityInHiring #LeadershipCulture #EffectiveHiring #TalentAcquisition

Qatar Airways

Internal Communications Specialist

Delivering communications, driving engagement and managing employee brand touchpoints

Internal Communications Officer

- Internal Communications 
- Internal Marketing
- Employee engagement strategies

Internal Communications Cord.

Idea Crate

- Heading the Marketing Team at Idea Crate.
- Responsible for Marketing and Communications of brands Orange Wheels & Orange Spin.
- Planning & execution of marketing & media plans for new projects. 
- Corporate engagements & tie-ups.
- Part of the core management team responsible for identifying new potential projects and 
   conducting the necessary research to determine feasibility. 
- Managing, coordinating and liaising with PR agencies. 
- Directing all the content development and planning for both brands. 
- Responsible for managing all aspects of digital & social media.
- Planning and developing yearly marketing calendars.
- Media planning & buying.
- Responsible for customer engagement strategies.

Marketing Lead

Sporting Clube De Goa

- Responsible for branding communications. 
- Developing and executing marketing strategies to exploit revenue opportunities 
- Sponsorship management, commercial tie-ups etc.
- Delivering various presentations, both internal & external.
- Club liaising and networking in relation to marketing & media related activities
- Digital marketing - Ensuring an on-line presence of the clubs through website, social media and 
  other possible platforms.
- Fan engagement through on-line and offline activities.
- Developing & executing a detailed marketing & media plan involving ATL & BTL activities. 
- Managing all press & media relations 
- Preparing and maintaining press releases on matters related to the club (Matches, players, 
  coaches, other club activities)
- Developing various mandatory reports and content generation for media and press. 
- Organising Pre & Post Match Conferences, or any other club related events for publicity.
- Responsible for Club Operations covering areas related to Match Day, Regular Management,   
  Player Management  
- Supervised & successfully completed the entire Indian Club Licensing Procedure.

Manager - Marketing and Media

M.E.S College - Department of Management Studies

Faculty for subjects like Business Research Methods, Advertising, Corporate Communications & Consumer Behaviour

Visiting Faculty

Salgaocar Football Club.

- Club liaising 
- Local organizing coordinator for I-League. 
- Headed a complex document management system for the club. 
- Successfully completed the Indian Club Licensing Procedure. 
- Handling player transfers and registrations related to Salgaocar Football Club with AIFF. 
- Handling International Transfer Matching System. 
- Responsible for public relations pertaining to player management.
- Assisting in media & marketing operations of the club.

Club Administration/Operations Officer

Fabindia Overseas Pvt Ltd

• Responsible for new business development by creating strategic partnerships with clients.
• Improving and sustaining public relations with clients to ensure repeat orders.
• Responsible for managing marketing and bulk sales of multiple products across segments like home decor and furnishing, garments, FMCG etc.
• Responsible for managing and coordinating with various Fabindia stores to improve
conversions on institutional inquiries.

Goa Head - Institutional & Corporate Sales

Vasco Inbox - Fortnightly city news paper

Part of the core team involved in establishing and launching this venture, responsible for idea and content generation, carried out branding and promotion related activities, involved in client management and public relations.

Business Consultant & Core Team Member (Start up)

Go Search

Part of the core team involved in establishing and launching this venture, undertook designing and conceptualizing marketing campaigns for brand promotion, responsible for business development and sales of multiple products, managed and coordinated operations of day to day sales activities.

Goa Rajee Auto Pvt. Ltd.

Responsible for marketing and sales of Honda motorcycles & scooters in Vasco region, designed and executed small level marketing campaigns to promote and push sales of slow moving products, did field study and market research to understand customer requirements in order to introduce festive / end of season offers and discounts, interacted with corporate clients and delivered product presentations for institutional purchases.

Branch Manager

An optimist, storyteller, avid reader and forever learner. Taking baby steps with my storytelling as an 'Instrument of Change'.

My why in life - 'To help people be more happy, connected and inspired about everything they do in their daily lives.'

Currently on a mission to transform workplaces through engaging internal communications & tailored employee experiences.

Also championing a digital product and crafting impactful digital experiences across the employee journey. 

Hit me up for a conversation on any of the above topics. 

Let's create an impactful employee journey together. 

Visit my website/blog to know more. - https://reachshivdas.com/

Views/Opinions/Thoughts expressed in my posts are personal.

Sivadas R

A confused manager can’t create a confident team.

We ask managers to 'cascade the message,' 'land the change,' 'reassure the team.'

But we hand them a 14-slide deck, three talking points full of jargon, no timeline, and no space for hard questions. 

Then we’re surprised when the message mutates on the floor.

Manager enablement is not an optional extra in internal comms.

It’s the last mile of trust.

Because employees don’t experience 'the organisation.'

They experience their manager.

If the manager can’t explain the why, can’t answer 'what does this mean for us,' or sounds unsure, your strategy instantly feels shaky even if it’s not.

One simple, practical takeaway:
Before any major announcement, send a 60-second Manager Brief:
• What’s changing (in plain language)
• Why it’s happening
• What to say to the team this week
• Who owns questions

If you want confidence, start by giving clarity to the people expected to deliver it.

#EmployeeExperience #EmployeeEngagement #InternalComms #ManagerEnablement

Internal Communications | Employee Experience and Engagement | Marketing | Product Owner

If your message has five 'final' versions, you don’t need another draft; you need a content system.

We don’t lose time writing

We lose it rewriting the same paragraph, the same disclaimer, the same 'what this means' line again and again.

When internal comms is bespoke every time, you get drift.

Five versions, three 'final' files, and a message that changes shape with every channel. 

That’s not consistency. That’s roulette.

Build a content design system: reusable blocks, one source of truth, versioned.

Think in modules: 
Why 
What’s changing vs. not 
Who it impacts (by role) 
Action & by-when 
Owner 
Effective date 
Source of truth 
FAQ. 

Assemble the blocks for each audience. 

Channels point back to the canonical page. 

Stamp each with owner + last updated. 

Now changes update the block, not a dozen emails.

Do-this-now takeaway: create a one-page 'Comms Blocks' template and make it the required starting point for any policy or change note this month. 

Measure fewer rewrites, faster approvals, and cleaner handoffs.

Stop rewriting. Start assembling. Consistency is a service.

#EmployeeExperience #EmployeeEngagement #InternalComms

Defaults are the quiet policy.

What opens first tells people what matters.
What’s prefilled says, 'We value your time (or we don’t).'
What the system remembers signals trust.
What it forgets creates friction and blame.

You can publish values all day, but your UX tells the truth about your culture.

If every login is a maze, you’ve prioritized control over flow.

If forms ask for data you already have, you’ve chosen bureaucracy over respect.

If the homepage points to noise, you’ve chosen activity over outcomes.

Change the defaults, change the behavior.

Do-this-now takeaway: run a 15-minute Default Audit this week.

Open your top three employee journeys (start of day, request leave, find policy).

Note: first screen, required fields, what’s remembered, time to done.

Fix one default: set the right homepage, prefill known fields, pin the 'source of truth.'

Small defaults compound into big experiences.

Design them on purpose.

#EmployeeExperience #EmployeeEngagement #InternalComms

When updates are written to avoid blame, you get careful prose and careful people.

Careful doesn’t ship. It stalls.

Hedging, passive voice, and ‘for awareness’ protect the sender and transfer all the risk to the reader. 

Now managers must decode intent, invent next steps, and guess who owns what. 

That’s not communication. 

That’s liability management.

The job of an internal message is simple: create movement.

✅ Name the trade-offs. 
✅ State the choice. 
✅ Assign the next step.

One easy fix: add a Job Line at the top of every important update. 

For: who it’s for 
Do: the action/decision 
By: the date 
Owner: the person 
Source: the link.

If you can’t fill it in, don’t send it yet.

Write to be accountable, not unassailable.

Because messages built to dodge blame rarely build momentum.

#EmployeeExperience #EmployeeEngagement #InternalComms

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