Few professionals, in HR or otherwise, can boast a career as diverse and globally-oriented as Christian Boven Camp. Currently serving as the Global Vice President of Human Resources at Integra Life Sciences, Christian’s journey through 10 countries across four continents has shaped his unique perspective on HR and business management.
In this article, based on our recent podcast episode, we talk about Christian’s remarkable journey and discuss his views on leadership, cultural sensitivity, and the evolving role of HR in today’s business landscape.
Christian’s impressive credentials include an MBA in Business Administration, a Six Sigma Black Belt certification, and education in systemic consulting. But it’s his hands-on experience and entrepreneurial mindset that has made him successful in corporate HR.
Having lived and worked in 10 countries across four continents throughout his career, including Paris and Rio de Janeiro, Christian’s global experience has helped him develop a powerful cultural sensitivity and adaptability.
A career path is as diverse as his travel history, Christian begun in IT consultancy, focusing on process re-engineering and change management. He then worked in internal consulting roles at automotive giants like DaimlerChrysler and Bombardier, where he led their Center of Excellence for Leadership Development and Talent Management.
For the past 14 years, Christian has been immersed in the life sciences sector, working across various fields including cardiovascular, endovascular, diabetic tissue technologies, and orthopedics. His current role at Integra Life Sciences sees him heading HR for International Business and Global Operations.
The Entrepreneurial Approach to Human Resources
One of the most striking aspects of Christian’s approach to HR is his emphasis on understanding the entire business. This perspective stems from his entrepreneurial background, having grown up with entrepreneurial parents and currently sitting on the board of his family business.
As an HR business partner, Christian prioritizes both ‘business’ and ‘partnering’, regularly spending time in manufacturing sites and with sales staff to gain firsthand experience and knowledge. “This not only gives me insight into what they are doing and applying it to the recruitment world, the talent management side of things or leadership development,” he says, “but it also makes sure that the French salesperson in the neurology sector is linked with the Italian one. And if one has a problem, the other one definitely has a solution, because a tumor is a tumor.”
Getting a Seat at the Decision Making Table (With Data)
Christian has a strong belief that HR should be considered as so much more than a support function, and that the potential of HR is often underutilized in corporations today. “Yes, they’re supporting the business for the blue collars and for the sales to generate the revenues and the profits so that all the headquarter functions will be financed. But if an HR person, even in a leadership position, believes that their title alone gives them a seat at the decision table, they’re wrong.
They have to produce the data necessary to make impactful business decisions and not just talk about gut feelings when confronted with engineers, mechanics, and physicians. You have to speak the business language, and therefore you need to be curious. You need to want to learn every single day, and only by proving that you’re doing your own HR cycle correctly, you will get that decision table seat. It’s not automatic.”
This holistic approach to HR is not without its challenges. He recounts an instance where a CHRO criticized him for being “too business-focused.” Far from missing the mark, Christian feels this is a key part of the role of HR. “I’m the voice of the business into the HR side, and you will have to hear that,” he says (and he left this particular role soon after).
Cultural Intelligence in Global HR Leadership
Cultural sensitivity is another crucial aspect of Christian’s approach to HR. He emphasizes the importance of understanding and respecting cultural differences, particularly in global companies. “Look, if a company works truly globally like ours, from Australia to Japan, China, Europe, Middle East, and towards the US and Americas, one person needs to suffer either early in the morning or late in the afternoon. But then you rotate, and you give the feeling to every continent or to every part of the time zone region that you’re not better or worse than all the others. And that will create, truly for me, a sense of belonging and an employee engagement.”
The Future of MedTech HR
Christian predicts significant developments in the MedTech industry in the future, including a consolidation of traditional MedTech businesses into six or seven major companies, while also anticipating the rise of smaller, innovative firms focused on new disease treatments.
Christian’s insights extend to the geographical trends in the industry as well. He notes the expansion of MedTech companies from California and New Jersey into Europe, with Switzerland’s Zug becoming a hub for small medical device companies. “About 60 companies of 40-50 people each collaborate and benefit from shared expertise across various medical sectors,” he explains.
This interview has shown that Christian Boven Camp’s global experience and entrepreneurial mindset have shaped a unique approach to HR – one that emphasizes business acumen, cultural sensitivity, and a holistic understanding of the organization. His journey from a global nomad to an HR innovator is an inspiration for HR professionals looking to make a significant impact in today’s rapidly evolving business landscape.
If you’d like to listen to the full podcast, access it here.
