Alex Amiri

Building the talent systems behind global growth

I help international organisations develop stronger leaders, create clearer careers and prepare their people for an AI-enabled future.

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01Selected work

Building international leaders across 11 countries

Rapid international expansion and major overseas acquisitions had created a need for leaders who could work across countries, functions and very different organisational cultures.

Working from Group HR at the organisation's headquarters in Foshan, I helped design and lead the International Voyager programme — blended learning, international business challenges, senior stakeholder involvement and cross-cultural development.

Outcome

The programme developed more than 60 senior managers across 11 countries and eight business functions, forming part of a wider talent-development portfolio recognised by the Association for Talent Development.

Alex Amiri presenting on stage at a Midea Group conference — Presenting at a Midea Group conference, China.

Alex Amiri with International Voyager programme participants in a training room at Midea — With the International Voyager cohort at Midea — part of a programme spanning 60 senior managers across 11 countries.

China-headquartered Fortune Global 500 manufacturer

global leadership development
cross-cultural design
executive stakeholder management
blended learning

From fragmented roles to a global talent architecture

Role boundaries had become inconsistent, career movement was difficult to understand and leadership lacked a clear view of future talent.

Helped build a global competency and job architecture connected to career pathways, learning, recruitment, talent reviews and internal mobility.

Outcome

Contributed to a 28% increase in internal mobility, a 35% reduction in role overlap and a threefold improvement in the visibility of high-potential talent.

International standard-setting body

competency frameworks
job architecture
internal mobility
talent analytics

One standard across eleven markets

Needed a consistent anti-discrimination learning experience across 11 markets, accounting for different cultural, legal and organisational environments.

Translated a complex policy area into a clear global learning journey built around recognisable workplace situations, decision points and practical responsibilities.

Outcome

Created a single, auditable learning standard for deployment across 11 markets, replacing fragmented local interpretations.

Global clinical research organisation

e-learning design
multi-market rollout
compliance learning
stakeholder alignment

Accelerating AI adoption across the organisation

Generative AI adoption was uneven and dependent on individual experimentation.

Supported the introduction of Credal as the organisation's secure generative AI platform; selected and trained departmental champions to identify use cases and share practice.

Outcome

Seven of twelve departments reported average efficiency gains of approximately 50%; wider organisational engagement with AI increased by 70%.

International standard-setting body

AI adoption
change enablement
champion networks
capability building

Learning is only one part of how an organisation develops capability. Roles, careers, leadership expectations, succession and the work itself all shape whether people can grow. My work is about connecting those elements — and understanding how they need to change as AI becomes part of everyday work.

02About

I am a global talent and leadership specialist with more than 12 years of experience across the UK, mainland China and international organisations. I help businesses connect leadership, careers, succession, skills and AI adoption rather than treating them as separate people initiatives.

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15+ years' international experience
ATD award-winning work
ILM Level 7 Executive Coaching
DISC Master Trainer
English and Mandarin

03Services

AI-Ready Talent and Learning Review

A practical review of how AI is changing roles, learning and management in your organisation, followed by a focused roadmap for responsible adoption.

2–3 weeks

Best for Heads of Talent, L&D and People beginning to move from informal AI experimentation to a coherent workforce approach.

Leadership Capability Framework

A clear set of leadership expectations connected to strategy, talent decisions, manager development and day-to-day work.

6–8 weeks

Best for Organisations growing quickly, integrating businesses, or replacing disconnected leadership programmes.

Skills and Career Architecture Sprint

A focused pilot clarifying roles, capabilities, career paths and development priorities within an important job family.

6–10 weeks

Best for Organisations with unclear roles, limited internal mobility, or retention issues.

Critical Talent and Succession Sprint

Identify roles that genuinely create business risk, assess pipeline, build a practical 12-month succession plan.

4–6 weeks

Best for CEOs, CHROs and People Directors needing a credible view of leadership continuity.

Global Engagement and Manager Action

A culturally considered employee-listening process turning survey results into clear priorities and manager actions.

4–8 weeks

Best for Internationally distributed organisations and businesses integrating acquisitions.

I also provide a limited number of executive coaching and team-development engagements, particularly for leaders moving into broader international or people-management responsibilities.

AI Workforce Readiness Diagnostic — launching soon

04Contact

A good place to begin is with the problem.

If you are reviewing leadership capability, career architecture, succession or the effect of AI on your workforce, send me a short description of what is changing and where you are getting stuck.

Email alex@alexamiri.com or book a conversation.