Into Practice

Into Practice.

I help Talent and Employer Branding leaders turn strategic initiatives into work that actually gets delivered.

Let's talk See the work
Into Practice

Talent and Employer Branding Strategy getting done.

After 12+ years in Talent and Employer Branding, I’ve watched too many organizations fail to realize their (awesome) Talent Acquisition and Employer Branding strategic roadmaps.

Rooms full of smart people and good intentions. Lots of time, effort and iteration rounds to validate your strategic roadmap deck. Each word on it was carefully chosen.

But if you look honestly at the execution: to what extent did it actually land in line with the strategic intent?

We both know the answer, and we both know it negatively impacts your business, as well as your credibility.

And that’s why I started Into Practice.

Not an external consultant who hands you a deck and leaves.

Not a project manager who needs direction.

Someone who understands the strategic intent and ensures your projects get into practice.

Types of problems I solve

In the world of
Talent and Employer Branding.

It's been on the list for a while.

You know that project: it's on your roadmap, on your priority list and your manager talks about it in every catch up. Everyone agrees it’s important. However, nobody picks it up as no one has the capacity or the ability to take full ownership of it.

Once-every-five-years work.

Building an EVP. Redesigning how recruitment operates across markets. Launching a career site in 15+ countries. It’s the type of work your team shouldn’t be expected to have the expertise for.

You're carrying something you shouldn't.

It started as a small (t)ask. But now you’re on the weekly update calls, managing the stakeholders and wondering when this became your job. It’s eating your time and you want your time (and focus) back.

The project is stuck. Nobody will say why.

Your team is staring at each other instead of making progress. There is friction within the (project) team, but nobody wants to say it out loud. Your (creative) agency isn’t delivering what you expect. You need someone with no political stake in the outcome to walk in and fix it.

My field of expertise

The topics I work in.

EVP & Employer Brand

Employer brand strategy EVP development EVP narrative & messaging Activation toolkit Local market activation Multi-country rollout Agency briefing & management Career site

Talent Acquisition

TA processes TA target operating model TA–Employer Branding integration TA playbooks ATS selection & implementation TA analytics

Industries

Proven the ability to deliver in different industries and company sizes. Whether it's a large FMCG company, e-commerce, a scale-up or a nonprofit foundation.

What people say

In their words.

“

Florine consistently proved to be one of the most capable and reliable professionals I have ever worked with. What sets her apart is a rare combination of intelligence, efficiency, speed, and an exceptional work ethic. She has an incredible ability to quickly understand complex challenges, take ownership, and deliver high-quality results with very little direction. She is the type of professional every leader hopes to work with, proactive, highly competent, and someone who can get great work done and challenge you when it matters. Plus the most important for me, she is someone everyone feels great working with.

Javier Fernandez Global Employer Branding Manager, Danone
“

She goes the extra mile, keeps the full picture in view, and is the person you can count on when it matters most, with clients, suppliers, and agencies alike. A true pleasure to work with.

Daan Huisman Co-founder, Recruitment Tech Masters
“

A high-level sparring partner you can truly build on. She asks exactly the right questions to get to the actual problem, and tackles complex projects with a smile.

Thomas Huster COO, Total Mayhem Games
About

Hi, I am Florine.

Operating globally, but you'll find me in Rotterdam, The Netherlands, together with my partner, two sons, and a very fluffy dog.

I've had a front-row seat to how (large) organizations work. And sometimes spectacularly don't. I worked 12+ years in the world of Talent and Employer Branding. 7 of them at Danone and the other 4+ years as a freelancer in multiple industries: FMCG, gaming, construction, e-commerce, The Big Four and the public sector.

When you work with me, you get someone who takes ownership. I have an instinct for bringing structure into chaos and I make complex things look easy. I get people moving in the same direction.

If you would ask my mom (I know, not an unbiased source, but an honest one) she would tell you I'm direct enough to cut through the noise, warm enough that people want to work with me and energetic enough to keep it going.

I don't work from a fixed methodology. I bring a pragmatic mindset and a backpack of tools. Which one I take out, depends entirely on your situation.

How we work together depends on what you need. Sometimes I roll up my sleeves and deliver directly. Sometimes your team delivers under my direction. Either way, I try to have fun along the way.

Florine Post
Work

A few of my engagements.

EVP development & global activation 90,000+ employees · global FMCG
Future Talent Acquisition Target Operating Model Transition to Shared Service Centre · e-commerce
Talent Acquisition Playbook Made 30+ countries more strategic in their TA practices
ATS & Career Site implementations — in cooperation with Recruitment Tech Masters 18 countries · 20+ languages · multiple sectors
Career Site Implementation 1 global site, 17 country sites, 23 languages
D&I, unstalled a years-long effort Large Dutch construction company
Two projects in detail
EVP & Employer Brand · Global FMCG · 90,000 employees

Where global EVPs deliver or disappoint: consistent local activation.

A global multinational had a new EVP. Thirty local Employer Branding managers across sixty-plus countries needed to activate it. The challenge wasn't the EVP itself — it was ensuring it was actually used, and used well. I built the activation toolkit in parallel with the EVP: mapped the full journey a local Employer Branding manager goes through, gathered their input, tested a first draft in 1:1 calls with markets, and launched a phased toolkit that became the front door to the full asset suite.

The outcome

The Local Employer Branding managers said it would speed up their deployment and answered questions they had been carrying. Conservative estimate of avoidable cost without the toolkit: €270K.

Read the case study
Career Site · Project Recovery · 17 Country Sites

Stop before you build. How one workshop unstalled a drifting project.

A global multinational was building one career site with seventeen country sites underneath it — each in a local language, connected to their ATS. Several months in, it was drifting. A vendor acquisition had left the project without ownership. I joined as project lead and, after two meetings watching the team argue, made a deliberate choice to pause rather than push. I organised a workshop with one output: a mission statement. For whom, building what, and for what purpose. One sentence that became the decision-making anchor for every difficult conversation that followed.

The outcome

The project team acknowledged a clear shift from the moment I joined. The career site launched within an acceptable revised deadline. The global EVP rollout that had been on hold was unblocked. We delivered exactly what our shared mission statement had set out to achieve.

Read the case study
Contact

Let's talk.

If something has been sitting on your list and needs a driver, let's have a conversation.

Location
Rotterdam, the Netherlands
Email
florine@into-practice.com
LinkedIn
Florine Post
Phone
+31 6 27 744 924
EVP Activation at Scale
Back to work
Case study

Danone — 90,000+ employees, FMCG, 60+ countries

Where global EVPs deliver or disappoint: consistent local activation.

Employer Brand EVP Activation 30 Markets Global Programme
The problem

The challenge was never just creating the EVP.

A global consumer multinational with 90,000 employees across more than sixty countries commissioned a full employer brand overhaul: a new EVP and everything local teams would need to deploy it. Thirty local employer branding managers across the company would be responsible for activating the new EVP in their markets.

The real challenge was ensuring it was actually used, and used well. Local teams need to localise the message for their market, create consistent content, engage internal ambassadors, and activate in a way that lands and creates measurable impact. Every market needs to make the EVP feel locally relevant. The assets, the proof points, the cultural references all need to resonate locally, while remaining recognisably coherent.

Across a company of this size, the maturity gap between local EB managers is wide: some have run full brand activations before; others are skilled campaign managers who have never done this at scale. Without support designed for both, activation tends not to happen, or happens inconsistently.

The cost of doing nothing
€40K
Additional translation and content localisation across 16 career pages and 23 languages, without AI-assisted workflows
€150K
Design assets reinvented market by market — estimated €5K per country across 30 markets
€120K
EB manager time spent working out how to activate, rather than activating — conservatively two working weeks per manager

“Around €310K in avoidable cost, assuming every local EB manager figures it out independently.”

The real risk

An EVP that is not activated is just an expensive document. The investment goes into creation. The return depends entirely on activation.

What I did

Six steps, built in parallel with the EVP development itself.

01
Mapped the complete activation journey

I mapped the full journey a local EB manager goes through, from receiving the new EVP to measuring its local impact, including what good looks like at each stage. This became the architecture for everything that followed.

02
Gathered input directly from local EB managers

Rather than designing from the centre, I ran structured conversations with local EB managers to understand their real experience, specific needs, and where they were getting stuck. Support to create consistent content and guidance on measuring impact were the top two priorities.

03
Inventoried what already existed

In most large corporates, a large amount already exists: TA dashboards, LinkedIn insights, market research, local market documentation. The problem is rarely a lack of material. The magic is helping local teams understand what to use, for what, and when. I mapped all of it and built it directly into the toolkit structure, so local teams could find exactly what they needed, and when.

04
Built AI-assisted workflows for consistent content

I identified where AI could enable consistency and speed at scale. Structured prompts cut translation and content adaptation time significantly, while keeping the EVP voice intact. Faster, while the quality was high.

05
Built, tested with real users, iterated, launched

A first draft went through 1:1 calls with local EB managers. Their feedback was incorporated before finalisation.

06
Delivered a full suite of supporting assets alongside it

The toolkit was the front door bolt. Behind it: the EB brand book, ready-to-use design assets, AI content prompts, proof point examples, HR engagement workshop guides, and presentation decks for external events, etc. Structured by phase, from receiving the new EVP to measuring local impact, so each market could move through it in order.

The outcome

The toolkit reached every market. Activation could begin.

On the call, local EB managers said the toolkit would speed up their deployment, that it answered the questions they had been carrying, and that it was going to be genuinely useful. The activation results are still ahead — but the toolkit is in the hands of every market that needs it, structured so they can act immediately.

“Florine consistently proved to be one of the most capable and reliable professionals I have ever worked with. She has an incredible ability to quickly understand complex challenges, take ownership, and deliver high-quality results with very little direction.”

Javier Fernandez — Global EB Manager, Danone
What I would do differently

I would push the KPI guidance further. The toolkit covered what to measure and which tools to use. What it did not do was help local teams choose. When everything is measurable, teams tend to measure everything and act on nothing. I would help each market identify the two or three metrics that actually matter right now, and make explicit that those are the only ones worth tracking at this stage.

Where else this applies. This is the pattern underneath every global programme launch where central defines and local executes — Talent Management, DE&I, L&D, and Talent Acquisition. All built centrally, handed over with a deck and a deadline, and quietly underdelivered. The investment goes into creation. The return depends on activation. The cost is building something your local teams cannot use.

Stop Before You Build
Career Site · Project Recovery · 17 Country Sites

Stop before you build. How one workshop unlocked a stalled project.

Client Global FMCG multinational Scope 1 global site + 17 country sites My role Project lead
Career site Project recovery Stakeholder alignment Multi-country
Context

A project mid-build, mid-drift.

A global multinational was building a new career site — one global site with seventeen country sites underneath it, each in a different local language and connected to their ATS. The project involved the employer branding team, IT, and an external agency.

Several months in, it was drifting. The agency had been acquired by another vendor mid-project, and the career site fell in between: no clear ownership, different SLAs, no handover. The internal teams were misaligned. I was appointed as project lead to bring structure and get the project back on track.

The stated problem

Misalignment and delay. Each team — employer branding, IT, the agency, the countries — was protecting its own position. No process was going to fix that.

The real problem

Nobody had agreed on what success looked like. The vendor acquisition had added chaos, but it hadn’t created the underlying issue. Without a common goal, every discussion defaulted to competing interests.

The cost of doing nothing

Every week without alignment was a week of waste.

The deadline would not have been met. And the cost was not only time.

Weekly drag
4 people spending ~8 hours a week on unresolved discussions with no output
32 hrs/week of senior time consumed without progress
EVP on hold the career site was the direct blocker to a global EVP rollout — a key strategic initiative could not move forward
What I did

Pause. Define. Anchor. Then run.

After attending the first two meetings as project lead, I saw that everyone was protecting their own position. I understood immediately that no amount of project planning would fix that. The problem was not process. It was that nobody was pulling in the same direction.

01
Chose to pause rather than push

Instead of chasing the original deadline, I made a deliberate choice to stop forward motion and reset the foundation.

02
Organised a mission statement workshop

One focused session with one specific output: a mission statement. I used the For [Target], we deliver [Transformation/Solution], so that [Ultimate Benefit] framework: one sentence defining for whom we were building, what, and for what purpose.

03
Made it the decision-making anchor

Whenever a discussion became difficult, the team went back to the mission statement. It replaced opinion with a shared reference point. That one sentence did more structural work than any project plan could have.

04
Built the full project structure

With alignment in place, I ran the project: planning, RACI, stakeholder map, weekly meetings. I made sure difficult discussions happened immediately rather than being postponed.

05
Managed the vendor relationship through uncertainty

The agency was navigating its own acquisition. I kept the relationship stable, maintained clear expectations on both sides, and made sure the project didn’t become collateral damage in their internal restructure.

06
Held the structure to delivery

I stayed in the project through launch — one global site with 17 connected country sites, all in local languages, fully ATS-integrated — and ensured the collaboration held until the end. Not every dependency was ours to control, but the process and the relationships were.

The outcome

One team, one direction, one delivered site.

Project team colleagues proactively acknowledged that from the moment I joined, the project took a clear shift — and it became possible to finish with the quality it deserved.

The original deadline was not met — the vendor acquisition added unavoidable delay — but the career site launched within an acceptable new deadline. The collaboration held until the end. The global EVP rollout, which had been on hold, was unblocked. And most importantly, we delivered exactly what our shared mission statement had set out to achieve.

“One team, one dream, delivered with a smile.”

Project team colleague
What I would do differently

Bring the vendor into the room earlier.

I would have brought the vendor into the mission statement workshop. It might sound obvious, but external parties often don’t feel like part of the team — and that feeling matters, especially when their own organisation is in flux.

The more connected a vendor feels to your project, the more ownership they take. That matters in any situation, but it matters most when they are navigating their own internal restructure.

Where else this applies

This is the pattern underneath almost every stalled cross-functional project.

The problem is rarely complexity, budget, or capacity. It is that the people in the room have never agreed on what they are building and for whom. Without that, every discussion defaults to competing interests, every decision takes too long, and every delay becomes someone else’s fault.

Stop. Define success together. Make it the decision-making anchor for everything that follows.