Twenty years designing, governing and scaling enterprise HCM ecosystems — including Workday and adjacent HR platforms — for a 35,000+ employee, 40+ country matrix organization. Platform-agnostic by design, AI-forward by focus.
When an organization scales, its HR technology has to carry more than transactions — it has to carry governance, trust and adoption. Most of that capacity already exists inside the portfolio; it rarely needs a rebuild, it needs a director who can orchestrate it.
I'm Frederic Virasack, an HR Technology Director based near Paris, France. I lead the global HR platform portfolio at a 35,000-employee group operating across more than 40 countries — spanning Workday, Cornerstone OnDemand, Concur and the wider HCM ecosystem.
I led an enterprise-wide Workday implementation and have managed the global platform portfolio since. I work without a direct team, delivering through cross-functional influence across Centers of Excellence, HRBPs and IT — which means governance, stakeholder alignment and Works Council co-determination (France and Germany) are as central to the role as the technology itself.
Business, people, technology & AI strategy
Operational effectiveness & process efficiency
HR technology portfolio management
Delivery governance & employee experience value
"A strategic HR technology leader focused on governance and AI adoption across the HR community — technology portfolio management and organizational enablement that delivers business value. Shaping the future HR technology and AI agenda, particularly AI governance, vendor evaluation and large-scale HR transformation."
HR needed to move from AI curiosity to AI competence — fast, and without creating shadow-IT risk or inconsistent guidance across 40+ countries.
Built and ran a Copilot peer network for HR professionals; set AI guiding principles into the RFI/RFP evaluation framework; built the business case for Workday SANA AI-powered employee Q&A.
700+ HR professionals upskilled on Microsoft 365 Copilot; AI governance embedded into every future vendor decision, not bolted on after.
The global Workday contract was up for renewal — a moment to renegotiate terms and reset priorities, not just extend the status quo.
Renewed the 3-year global contract; took full ownership of the HR technology portfolio; defined the next strategy horizon end to end.
Single point of accountability for the HR technology roadmap, with commercial terms and strategic priorities aligned for the first time.
People decisions were being made without a reliable, unified view of headcount, skills or workforce trends across the group.
Ran the RFP to buy Visier vs. build in-house; launched an HR data lake into production; shipped the first PowerBI headcount prototype and defined People & Culture key metrics.
First group-wide data foundation for HR analytics — the base every subsequent People Analytics initiative now builds on.
Learning & Development needed a modern platform, but the wrong choice would mean years of change fatigue across a global workforce.
Led the RFI/RFP comparing Workday and Cornerstone; built and validated the business case; ran PMO for the Cornerstone LXP pilot in Marketing.
Skills ontology and learning management now running on Cornerstone, with a live pilot proving the new learning experience before global rollout.
HR technology work was being requested and delivered without a shared framework — CoEs and IT often duplicating or blocking each other.
Designed the delivery collaboration model between CoEs and IT; built the initiative prioritization tracker; stood up a change control framework to protect production from untested configuration changes.
One demand-to-delivery pipeline controlling budget, sequencing and risk — replacing what used to be siloed, ungoverned requests.
Core HR data, time, and travel & expense processes were fragmented across countries, with no single employee master data source.
Ran the global HCM platform RFP (Workday vs. SuccessFactors) and implementation partner selection; recruited and trained the HCM team; deployed Concur and PIXID travel/payroll systems across all countries.
First global, consolidated employee master data platform — plus one global travel system with full audit trail and cash payments removed in several countries.
Including AI guiding principles — used to evaluate, rate and measure the best platform fit.
Defines a 3-year roadmap for systems, organization and process design across C&B, Learning & Development, Recruitment, Time Off, Travel and People Analytics.
Measures value realization per role and drives continuous improvement with CoEs and the platform support organization.
Scores current and new HR systems to inform executive investment decisions.
Controls any configuration change before it reaches production, to avoid technical and employee experience regressions.
Clarifies roles and responsibilities between CoEs and IT organizations, and removes barriers to delivery speed.
Orchestrates and funnels all demands into one decision-making framework, controlling delivery frequency and budget.
Clarifies the vision and mission scope under a clear leadership model.
Upskilled 700+ HR professionals on Microsoft 365 Copilot.
Copilot → Power Apps → Power Automate → APIs, to automate select HR use cases end to end.