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Paul-Olivier Raynaud-Lacroze

Global HR Authority

Paul-Olivier Raynaud-Lacroze is an acclaimed global HR executive with nearly 20 years of experience in global human resources across diverse industries. With a strong background in chemistry and corporate strategy, he has successfully led HR functions in France, Europe, and the Middle East. Currently, he oversees HR for sales and marketing teams, driving people-centered strategies that balance cultural nuances with business objectives to foster organizational success.

My Professional Journey

A series of pivotal moments and fresh opportunities propelled my career to new heights. I am a chemist by training and hold a couple of master’s degrees in chemistry. For about eight years, I worked in cosmetics and personal care, focusing on product innovation. After completing an MBA, I moved into corporate strategy for two or three years. By chance, I then entered the HR field, and it has been my focus for nearly 20 years. What appeals to me about HR is working with people and shaping organizations to succeed.

I believe the greatest lever a company has is its people— their skills, motivation, and how they are organized in roles. Companies that manage these aspects well achieve remarkable performance. Over the years, I have held many different HR roles in such companies, including corporate HR positions and country HR director for France and regional leadership across Europe and the Middle East. Currently, I serve in a global role overseeing HR for sales and marketing teams in 40 to 50 countries. I also lead local HR business partner teams globally for those supporting factories, R&D labs, and commercial units.

Complexities in Global HR

Leading HR across diverse regions means working with very different cultures and regulatory environments. Since HR deals with people, culture is a central factor in everything we do. To be effective, I never assume I understand local cultural nuances based on my own background, being French. I spend a lot of time listening and asking many questions to gain a deeper understanding of local practices and expectations.

“I believe the greatest lever a company has is its people—their skills, motivation, and how they are organized in roles.”

My team has experts with deep knowledge of their specific markets and cultures, and I rely heavily on their advice and insights. There is often not one single answer to an HR issue, as responses need to take into account both local culture and company values. This means balancing global standards with local flexibility, using both rational thinking and intuition to make decisions.

HR Business Partner Role

With hybrid models and evolving employee expectations, we are redefining the role of HR business partners. Our goal is to reduce the administrative load on them and increase their business engagement. I encourage HR business partners to be regularly present within the business, attending team meetings and interacting with managers and employees across departments like sales, marketing, and manufacturing.

At first, leaders may be surprised to see HR joining their meetings, but over time, this helps us build trust and better understand their challenges. This presence enables us to provide more relevant support and advice. The HR business partner acts as a vital bridge between the business and HR, working together to solve issues or challenge processes constructively when needed.

HR, Finance, and Leadership

In every organization, I have observed a key partnership between HR, finance, and leadership. At the executive level, this means the CEO, CFO, and CHRO working very closely. In my role, I collaborate closely with the Chief Commercial Officer and his finance business partner. Finance brings insights through numbers and KPIs, HR contributes understanding of people and organizational dynamics, and the leader integrates these perspectives to make decisions.

I advise my team to build strong connections with their finance counterparts, as finance often holds a comprehensive view across the business that complements HR’s perspective. Each plays a different but interconnected role, providing financial data, people-centric insights, and strategic direction. Together, they form a powerful decision-making alliance.

Managing the Emotional Demands of HR

HR is a demanding role that often involves difficult decisions such as managing restructurings or layoffs. We carry the emotional weight of the organization, but there is rarely specific support for HR professionals themselves. For this reason, prioritizing mental and physical health is vital to sustain a long career.

The true nature of HR leaders is to find effective ways to manage stress and recharge regularly in order to continue helping others. Some find relief through meditation, coaching, or peer support. Others benefit from mentorship or simply discussing challenges with trusted colleagues. Whatever the approach, self-care is the key to lasting impact.

Seeds of Success

For those entering or progressing in HR today, a strong understanding of business fundamentals is essential. HR has become more complex and demands expertise beyond traditional people management. Leaders must be comfortable with finance, as people costs can represent 30 to 40 percent of total company expenses. An HR role is a versatile position that blends both quantitative and psychological aspects— requiring knowledge of labor law, benefits, and rewards— making it suitable for individuals with analytical strengths as well as those with a people-oriented mindset.

I recommend early-career HR professionals rotate through different HR specialties such as recruitment, talent development, and business partnering. This helps identify the area that fits them best. Exposure to non-HR business roles can also be highly beneficial. Even with remote work, HR professionals should spend time onsite to build relationships and stay connected to real business challenges. At its best, HR blends strategy and empathy to create lasting value.