Peter C. Tomich is a seasoned HR leader with over 30 years of experience across various industries, specializing in organizational and talent management. Currently a consultant for the Saudi Arabian Monetary Authority, he has previously led talent assessment and coaching teams at Saudi Aramco and served as a vice president at Personnel Decisions International. Tomich holds advanced degrees in counseling and business administration, and is fluent in French with conversational proficiency in Italian.

1. PETER C. TOMICH
Tel: +966 535 615 514
peterctomich@msn.com
SKILLS SUMMARY
A successful HR leader with 30+ years of professional experience in a variety of industries and
global settings. An excellent communicator with a unique combination of leadership, coaching,
facilitation, business and succession management skills - centered on attaining results and driving
change. Able to view and solve issues from both an individual and systemic perspective. Expertise
in the following areas gained from both internal and external leadership roles:
 Executive Coaching  Leading Teams  Succession Planning
 Career Development  Performance Management  Talent Management
 Business Development  Organizational Development  Team Building
 Driving Change  Leadership Development  Talent Assessment
EXPERIENCE
SAUDI ARABIAN MONETARY AUTHORITY (Central Bank) 2017-Present
Talent Management Consultant Riyadh, Saudi Arabia
Hired to raise the profile and impact of HR and drive organizational culture change and employee
engagement consistent with the strategic goals and transformation of SAMA through:
 Assessment – leading the assessment process of the top 300 leaders in the organization
 Talent Management – enhancing the talent management processes to drive greater
discipline, fairness and consistency in HR decisions
 Leadership – embedding a concise definition and accompanying behaviors to engender
greater levels of empowering and inclusive leadership to enhance employee engagement
 Coaching – Equipping leaders with new skills and understanding via coaching workshop
 Development – instituting a rigorous development process linked to on-the-job behaviors,
culminating in a rating of individual effort and improvement
 Talent Intelligence – supplementing the assessment data with a newly instituted 180° tool
linked with individual development and organizational engagement scores
 Skill Enhancement – raising the confidence and capability of the local HR talent
 Vendor Management –vetting and managing the negotiation and relations of 3 vendors
SAUDI ARAMCO 2012-2017
Head, Talent Assessment & Coaching (TAC) Team Dhahran, Saudi Arabia
Initially hired to provide executive coaching, assessment and talent management processes and
interventions serving the top 1000 employees of the company. With company restructuring in
2014, selected to form and lead the TAC team to drive faster and deeper change consistent with
the company’s strategic intent and upcoming IPO. Leveraging the efforts of 17 team members,
together we have focused on the following:
 Driving Change – through a focused business partnering model and adherence to our
team’s principles of “ethics, care and results”, have begun to embed sustainable systemic
change measured through a recently adopted company-wide behavior change survey.
 Customized Coaching Model – to assure consistent service delivery and clarity of
approach, designed a culturally sensitive model and set of behavioral standards.
 Competency Modeling – Finalized the creation of our new competency model
comprising 4 leadership levels and 3 individual contributor bands consistent with the
aggressive strategic transformation efforts of the company and applied across company-
wide assessments and development programs.
 Leadership Assessment Strategy – Enhanced and expanded assessment processes and
offerings consistent with our new competency models to deliver broader, deeper and
more useful data concerning individual and organizational talent across the leadership
pipeline.
 Data Warehousing & Analytics – created a clearinghouse of assessment and coaching
data to allow for proper storage, analysis of group data and easy access by the business.
 Organizational Skill Building – to drive understanding and application within the team
and business partner community, created a series of interactive workshops focused on
assessment, talent management and coaching skills.

2. PETER C. TOMICH
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PERSONNEL DECISIONS INT’L (purchased in 2014 by Korn Ferry) 2002-2012
Vice President & Principal Consultant San Diego, California 2010-2012
Provided solution design support to sales force and consulting staff on complex, customized client
opportunities crossing multiple practice areas. Engaged in senior level service delivery in the areas
of: executive coaching; succession management; executive team development; assessment and
talent management consulting. Supported and managed client relationships: Dell; Abbott; JP
Morgan; Alliance Data; Petco; Life Technologies; Hunter Industries; Comerica; Chevron; GE,
Land O’ Lakes, among others.
Vice President & Managing Director Geneva, Switzerland 2002-2010
Responsible for building sustainable and profitable business in a number of EMEA markets;
selling and delivering PDI’s multi-faceted services (assessment; coaching; 360⁰ feedback projects;
leadership training; performance and talent management consulting); building/leading several
teams (comprising up to 20 direct reports). As a key member of the European Leadership Team,
shaped and drove strategy within my markets and across the wider region; created wider market
visibility through establishing marketing events and accepting public speaking engagements.
Consistent recipient of Chairman’s Award for exceeding individual and team goals.
 Switzerland – Hired initially by PDI as a Senior Consultant to build and develop
business and manage clients in the market. After a year and a half in that role, took over
the leadership of the office. Led the growth of our business by 17% annually, achieving
over $4 million in revenue per year. Clients included: Holcim; Swiss Re; Japan Tobacco
International; Nestlé; HP; Richemont; Medtronic; Philip Morris International; PPG;
ABB. Ran both the Swiss and Middle East operations concurrently for over 2 years.
 Middle East – Persuaded the company to pursue the Middle East as a strategic market.
Successfully expanded the business in the Gulf region to the point that it now represents
one of PDI’s largest single markets (approaching $9 million in revenue) through targeted
and well executed strategy. Clients included: SABIC; Saudi Aramco; Kuwait Petroleum
Corp; National Commercial Bank; Abu Dhabi Investment Authority; Aramco Gulf
Operations; Saudi Telecom.
ON SEMICONDUCTOR (former division of MOTOROLA), Phoenix, AZ 1997-2001
Director, Organizational Effectiveness, Manufacturing
Reporting directly to the VP of Manufacturing, supported the global unit comprised of 7000+
employees. Responsibilities included motivating, retaining, and communicating to global
employee base while standardizing procedures across 7 sites worldwide through creative/
interactive interventions. Provided executive coaching, general HR, succession planning and
quarterly 3-day strategy planning session facilitation for the senior management team.
 Successful programs created and implemented included: customized 360⁰ feedback tool;
key talent retention survey; individual development program (manager-subordinate
communication kit); “Fast Track” global rotation program for key talent; regular
communication tools and a global engineering idea generation / implementation program.
Human Resources Operations Manager
Working closely with VP of HR and outside consultants, helped design and communicate new
compensation and benefits philosophy / packages for ON Semiconductor as it spun off from
Motorola. Continued to support several internal client groups and managed 3 direct reports.
 Designed and facilitated 5 regional (US, Asia, Europe) 2-day leadership meetings.
Working in conjunction with the President & CEO and other senior leaders of the
corporation, the meetings were designed to help set the interactive, global culture of the
new company. Each meeting was attended by 90+ regional leaders.
Human Resources Manager
Integrated full complement of human resources services to 3 local plants representing 1,000
employees. Services included: organizational diagnosis and consulting, training, teambuilding,
management consulting, change management, meeting facilitation, employee relations and
attraction, selection, development and retention of employees.

3. PETER C. TOMICH
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 Awarded bonus in recognition of providing excellent service to 3 internal customers.
 Received commendation from Motorola Chairman for outstanding Human Resources
customer focus as well as for facilitating the successful closing of a 300+ person plant
DRAKE BEAM MORIN, INC., Phoenix, AZ 1994- 1997
Project Manager
Oversaw the relationship, marketing, and delivery of services to 3 major accounts. Successfully
guided and motivated candidates through career transition phases from emotional evaluation,
assessment, exploration, and résumé preparation to implementation of marketing campaign,
interviewing practices and negotiating offers. Promoted DBM through periodic public speaking
opportunities.
 Instrumental in closing outplacement / change management package valued at $500,000
with a new client.
Career Center Manager – American Express Co.
Oversaw and managed fully equipped career center dedicated to servicing displaced population of
over 700 employees from all levels, supervised staff of 7 in providing group workshops, individual
consulting and job development, generating over $1 million in revenue.
 Successfully led project resulting in 84% of candidate base reaching career transition
resolution and a satisfaction rating of “excellent” or “good” from 98% of candidates.
PRIOR EXPERIENCE
GLOBAL BANKING, New York, NY
Assistant Vice President
After completion of intensive officer credit training program, worked in various roles at 3 global
banks. Activities included: overseeing correspondent banking relationships with French entities
and European re-insurance companies and developing and expanding banking relationships with
large group of Fortune 500 companies.
EDUCATION
ARIZONA STATE UNIVERSITY, Phoenix, AZ
Masters Degree in Counseling.
 A comprehensive 60-hour program for which I completed both the research and
practitioner options - requiring both a thesis and a 600-hour clinical internship.
MIDDLEBURY INSTITUTE OF INTERNATIONAL STUDIES, Monterey, CA
Masters of Business Administration.
 Rotary International Scholarship Recipient.
 Funded education by working as the Institute’s Foreign Student Advisor and Director of
Housing.
UNIVERSITÉ DE GENÈVE, Geneva, Switzerland
École de Langue et de Civilisation Française.
OHIO WESLEYAN UNIVERSITY, Delaware, OH
Bachelor of Arts Degree in Psychology with French Minor.
LANGUAGES
French – Fluent. Italian – Conversational.