Alraune Chowdhury

Most HR transformations are judged on four factors: cost, employee experience, future readiness, and data quality. After twenty years inside them — at Amazon, Nike, Booking.com, Liberty Global, Intertrust, and Knauf — I learned to watch a fifth column the ledger usually misses: what the organization is still capable of once the program is "done" and the vendor has rolled off.

That fifth column is what I'm hired to protect.

I lead Workday and SAP SuccessFactors implementations and the HRIS strategy around them — but my work doesn't end at go-live. I design the operating model, governance, and capability that keep a platform delivering value after the consultants leave. I've run a global Workday rollout across 200+ markets, built People Analytics functions from scratch, taken a €15M platform business case to CEO approval, and — when an entire team resigned out from under a live system — operated as the sole hands-on Workday resource for six months while rebuilding it.

I work best on outcome-based engagements with a defined scope and a clear end: a platform selection, an implementation in trouble, a post-go-live function that isn't sticking, an HRIS strategy that needs to survive contact with reality. You bring the problem and the outcome you need; I own the path to it.

If you're choosing, implementing, or recovering a People platform — Workday, SuccessFactors, ServiceNow HR — and you care whether it still works a year after launch, let's talk.