Calm when the pressure rises
Go-lives, hypercare and escalations bring heat. I keep the room steady so people can think and decide well.
Geneva · October 2026
Dear Alex, and the the ERP project team,
Thank you for considering me as a candidate for the EMEA Change Management Lead role. I am very excited at the prospect of coming back to the House.
I have prepared this page for two audiences.
For those I am yet to meet
A way of introducing myself, so please grab a nice cup of coffee and read on.
For those of you who know me
An overview of what I have been doing since we last worked together.
A change lead’s first job is to help people understand what is coming and what it means for them. So I thought I would begin the way I would begin the role: by telling you plainly who I am and what to expect.
Ho GohChange, Delivery and Engagement, with people at the centre
What to expect from me
Four things colleagues tend to say about working with me.
Plain words for complicated things
I turn programme detail into language that a store manager, a planner and a CFO can all act on.
The conversation stays open
I hold a discussion open until everyone shares the same picture, then we move together.
Connected at every level and geography
From floor walks to leadership forums, from Geneva to New York, London and Shanghai. People know I will come to them.
In a virtual room of 50 people, Ho had the ability to make us all sit back, pay attention and listen.
Chris McCall, Publishing CTO, Bauer Media GroupMy background and suitability
Twenty-five years doing three things, and one thing that runs through all of them.
I started in consulting at Capgemini, then spent most of my career inside the organisation, at BP, Ralph Lauren, Richemont and dentsu, delivering change for colleagues I would see the next morning. That is where my way of working comes from.
Change & Transformation
Aligning leaders and functions behind one direction and pacing change to what people can absorb.
- Adoption readiness assessments against a global ERP template
- Cluster PMO under a COO across three countries
- Blueprinting of processes and ways of working
- Internal consultant to service-line COOs and CFOs
Project Delivery
Large ERP and platform programmes, from readiness through go-live to the run organisation.
- SAP at the House, Richemont and BP
- Salesforce, Oracle and Microsoft Dynamics elsewhere
- Multi-country, on-shore and off-shore teams
- PRINCE2 Practitioner, Professional Scrum Master I
People & Engagement
Bringing the people who will live with a change into it, so they stand behind it after go-live.
- Employee representative in a culture transformation across a 6,500-strong workforce
- Brand ambassador, and Role Model of the EMEA Region award
- Business users as partners in acceptance and adoption
- Teaching and mentoring on the side
People at the centre of all three
Strategy firms say what needs to change. Technology firms build it. My job is to make the organisation able to change, with the people who live with the change at the centre of every decision.
The role, and where I have done it
What the EMEA Change Management Lead role asks for, and the evidence behind each part.
I know the House from the inside. I led SAP testing and integration across its legacy systems and retail channels from Geneva, worked with the US and London teams, and handed each phase to the people who would run it.
Regional strategy & planning
Global plan, local reality
dentsu Americas, 2022 to 2024, as Head of Operational Solutions: assessed Dentsu Creative US against the global ERP ecosystem template, then turned the gaps into a prioritised plan the service line could carry.
Change saturation
One view of every change
dentsu DACH, 2024 to 2025, as Cluster PMO under the COO: one view of all change initiatives across HR, Finance, Operations, Technology and Legal for Germany, Austria and Switzerland, so leaders could see the load on their people.
Stakeholders & change champions
Trusted by COOs, carried by key users
Advisor to service-line COOs and CFOs at dentsu Americas. At Ralph Lauren, 2015 to 2017, coordinated the key-user network and issue tracking for the SAP Fiori showroom (Market) rollout, alongside the business lead and the implementation partner.
Training, readiness & adoption
From training to hypercare
Salesforce migration at dentsu, 2021 to 2022: owned change management and training. Richemont, 2018 to 2019: business-led acceptance for 13 brands in China. Ralph Lauren: SAP Fiori and eCommerce phases handed to the run organisation.
Communication & engagement
Engagement at scale
dentsu DACH, 2024 to 2025: led the employee engagement initiative across a 6,500-strong workforce as employee representative in a culture transformation. Brand ambassador, and Role Model of the EMEA Region award.
Measurement & governance
Readiness you can see
dentsu Americas: readiness scored 1 to 5 across five workstreams, 65 outcomes ranked on one page. dentsu DACH, as Cluster PMO: set the rules, framework, templates and communication style that change reporting ran on.
The stretch I care most about
Programme activityAdoption and proficiency, when people are brought along from testing onwards
Before go-live: ready people
Business users own acceptance, so they know the new way before it arrives. At Richemont this produced the programme’s most successful acceptance campaign in 10+ years.
At go-live: the business decides
Release decisions rest on business readiness alongside technical sign-off.
After go-live: adopt and hand over
Each phase handed to the run organisation as it stabilised; live ERP adoption assessed with the people using it and prioritised into a plan.
The ADKAR stages, as I have delivered them on programmes
- AwarenessFunction leads aligned behind one view of what is changing and why.
- DesireBusiness users treated as partners, shaping the change rather than receiving it.
- KnowledgeTraining owned alongside the change, and key users who teach their own teams.
- AbilityGo-live decided on business readiness, then supported through hypercare.
- ReinforcementEach phase handed to a named owner in the run organisation.
My career path
Each stop taught me something I carried to the next. Follow the line from today back to the start.
Change & TransformationProject DeliveryPeople & Engagement
-
Trinity, Geneva
Founder · June 2026 to today
ChangeDeliveryPeople- An independent advisory practice built on everything below: ERP delivery, operations excellence and people and culture in one place.
- Tailored proposals for organisations in change, each starting from a conversation with their leaders.
Carrying forward: a way of working that leaves a named owner inside the organisation.
2026 -
dentsu DACH
Head of Transformation Processes / Operations Excellence Lead · 2024 to 2025
Change- As Cluster PMO for the COO of Germany, Austria and Switzerland, aligned change across HR, Finance, Operations, Technology and Legal through influence rather than line authority, and set the framework, templates and communication style it ran on.
- Led the employee engagement initiative across a 6,500-strong workforce as employee representative in a culture transformation; brand ambassador, and Role Model of the EMEA Region award.
- Built a single view of every change in flight, so leadership could see the combined load on their people.
Learned here: change saturation is real, and a region needs one person watching the whole picture.
2024 -
dentsu Americas
Head of Operational Solutions · 2022 to 2024
ChangePeople- Internal consultant to service-line COOs, CFOs and leadership teams across the US.
- Designed and ran the ERP adoption readiness exercise, twice: business, process and technology in one conversation, scored and prioritised on one page.
Learned here: a global template lands when local teams help decide what to fix first.
2022 -
Merkle Switzerland
Strategic Relationship Partner · 2021 to 2022
People- Relationships with clients and partners; owned the Microsoft alliance. Seconded to lead a major Salesforce migration alongside a Big 4 team, owning change management and training as the bridge between technology and the business.
Learned here: training lands when the people who built the process help teach it.
2021 -
Isobar / Merkle
Quality Assurance Lead & Senior Test Manager · 2019 to 2021
Delivery- One way of releasing across ~35 applications and five delivery groups for a major client. Business readiness, alongside technical sign-off, drove release decisions.
Learned here: the business, not the test report, should decide when something goes live.
2019 -
Richemont
Test Coordinator, SAP rollout · 2018 to 2019
Delivery- Business readiness and user acceptance for 13 luxury brands in mainland China.
- Treated business users as partners in the change: the programme’s most successful acceptance campaign in 10+ years of SAP rollout.
Learned here: when users feel like partners, acceptance becomes adoption.
2018 -
The House, Geneva
Test Manager & Test Architect · 2015 to 2017
DeliveryPeople- SAP integration across 100+ legacy systems and retail channels, grounded in how people in the business actually work.
- Coordinated the key-user network and issue tracking for the SAP Fiori showroom (Market) rollout, working with the business lead and the implementation partner.
- SAP Fiori rollout and eCommerce transformation across US and London teams, each phase handed to the run organisation as it stabilised.
Learned here: how Ralph Lauren runs, from the brand down to the store, and the people who make it run.
2015 -
BP Oil International, London
Test Manager & User Acceptance Lead · 2006 to 2015
Delivery- Approach and standards for acceptance and readiness on a major global SAP programme; the central escalation point across streams.
- Coached on-shore and off-shore teams and kept business users engaged through a complex, multi-system change.
Learned here: nine years on one programme teaches you what lasts after the project team leaves.
2006 -
Capgemini, London
Technology Consultant · 2000 to 2006
Delivery- Oracle and Microsoft Dynamics for the MoD, FCO, Matalan and the National Trust: judging systems by whether they worked for the people using them.
Where it began: the habit of asking the user before the architect.
2000
Foundations
Where the thinking was built
Economics taught me that people act on what an organisation rewards. Information systems taught me that a system and the people who use it shape each other. The certifications followed, each one earned alongside the work.
1999
MSc Analysis, Design and Management of Information SystemsLondon School of Economics
1998
BSc Economics for SpecialistsUniversity College London
2005
ISEB Practitioner in Software TestingBritish Computer Society
2018
PRINCE2 PractitionerAxelos
2020
Professional Scrum Master IScrum.org
2026/27
Prosci Change Management CertificationPlanned: formalising twenty-five years of practice
My current exciting project
What I have been doing since dentsu, and why.
Trnity
After twenty-five years of watching change succeed or struggle depending on how people were brought along, I became convinced of one thing: organisations reach their goals through how they engage their people, and workplaces where people feel fulfilled perform better.
So in June 2026 I started Trinity, an advisory practice that brings together the three things I have always done: change and transformation, project delivery, and people and culture. The name says it: three parts, one whole.
It has been the most demanding and rewarding stretch of my career. I have had to listen harder, write more plainly and ask for help more often than ever before. Those are exactly the habits I would bring to this role.
1ListenLeadership intent, and what success should feel like for people.
2EngageThe people doing the work, in confidence and in their own words.
3PlanA prioritised roadmap, tested with those who will run it.
4Hand overA named owner inside carries it forward.
hellotrinity.net
The practice website in English and Korean: the three offerings, the way of working, case studies and recommendations.
Visit the siteTailored proposals
Written for organisations going through change, each one starting from a conversation with their leaders. A sanitised example is in the letter to friends.
See an exampleA letter to friends
A newsletter thanking the people who came alongside me, explaining what Trinity does and how I work.
Read the letterIn my spare time
The same interest in people, outside work.
Guest lecturer, HEG Genève (HES-SO)
Since November 2025 · International Business Management
I teach business change and end-to-end processes from real SAP programmes, including the human side: an optimised process delivers its value when the people running it understand it, own it and use it well. On 1 October I delivered two three-hour classes in a day and asked the students how it landed. Measuring how change lands is a habit, not just a job.
4.7/5Overall satisfaction
15 students, two classes
Read the lecture notesERP in real life, slide by slide
What the students saidEvery response, names removed
15 students, two classes
Young adults mentor
Geneva Korean Church · since 2020
I walk alongside students and early-career professionals as they make academic, career and personal decisions.
Treasurer
Cornerstone Church Kingston, London · since 2014
Accounts, budgeting and tax returns for a community I have belonged to for many years.
In their words
From LinkedIn recommendations.
He noticed a cumbersome task in my day to day and offered to automate it. No ulterior motives. Years later I still rely on Ho as a mentor, a consultant, and a source of deep knowledge and advice.
I really appreciated his leadership and diplomatic skills which helped to keep the team motivated.
Ho’s soft skills, happy warrior demeanor and common sense approach were important in successfully changing the way business and technology stakeholders cooperate on such large ERP programs.
Very professional and structured but also a kind and well spirited human. His polite, calm but still distinct nature created the perfect work environment.
A rare combination of strategic vision, emotional intelligence, and practical execution. His talent for connecting people at every level and in every geography sets him apart.
Beyond deliverables, Ho left a lasting positive impact through role model behaviour, commitment to appreciation, and dedication to teamwork. His communication style was open, empathetic, and motivating.
His eye for detail, sharp articulation, and effortless collaboration make him stand out in any team. Almost like watching an orchestra conductor at his best. What I appreciated most was his kindness.
Ho knew how to cultivate a good spirit, which was his signature, thus facilitating the work of all the team to achieve the objectives. A manager who trusts you.
Ho has an exceptional gift for engaging audiences drawn from a wide range of personal and professional backgrounds. He brings energy, clarity, and a genuine sense of inclusivity to every interaction.
Ho brought a level of clarity, sanity and collaboration into a fast moving, high stress, high pressure environment. In a virtual room of 50 people, Ho had the ability to make us all sit back, pay attention and listen.
Effortlessly unique and intelligent. Focused on delivering quality and sustainable solutions, adaptable in agile environments, with a very communicative approach.
The essentials
- Based in
- Geneva, Switzerland
British national - Languages
- English and Korean, native
French, A2 (DELF) - Certified
- PRINCE2 Practitioner
- Professional Scrum Master I
- ISEB Practitioner, Software Testing
- Prosci, planned for 2026/27
- Education
- MSc, London School of Economics
BSc, University College London
Thank you for your consideration.
Whether we have worked together before or are about to meet, I would be glad to talk about the role and what the EMEA teams need from it.