Fred Patitucci, who leads people strategy for a company that is undergoing the largest transformation in corporate history, begins each day with his children at the breakfast table in Switzerland.
Fred, Chief People & Culture officer at Philip Morris International is shaping the workforce to support the company’s pivot from cigarettes towards a smoke free future. He was born in Morocco and raised in France. As a member of a multi-cultural family, Fred brings a human-centred, global perspective to the task of evolving an old business into one that is focused on science and innovation.
Fred shares his thoughts on what motivates him, how he keeps grounded despite global responsibility and why the future of work needs to be more personal and purposeful.
I get up at six in the morning. First, I greet my wife and check my email. Then we start our morning routine with a shower to get us going.
Mornings are filled with energy and motion for our kids, who are nine, eleven and twelve years old. We make their beds together after I wake them. This may seem insignificant, but it is a moment of grounding before the day starts. This is a great way to teach kids responsibility, encourage independence and show them how important little rituals are.
Then, I go straight to the kitchen and make breakfast. It is never simple. Most days, I cook several meals simultaneously. The first wants pancakes; the second cereal, and the third omelette with fruits and peanut butter. It’s a daily juggling game that I enjoy.
My wife reads to them the fun facts and characteristics of a country in a book entitled Countries of the World. They then guess the capitals for all the countries that we’ve studied. She uses a globe as well to show the kids where each country is. We’ve already explored 72 countries, and we are now learning about Ghana.
After I drop them off at school, we have some time to talk and connect. We often play a French guessing game and call my wife to join in.
When I first arrive at work, I go straight to the lounge and have a coffee. This is a good opportunity to catch up with colleagues, and sometimes our CEO. I find these casual conversations in the morning to be some of the most inspiring parts of my workday.
After I have settled in, meetings are scheduled one after another. I am involved in many aspects of our people strategy. From leadership development to organisational design, and building a culture that is based on growth, wellbeing, and shared values. My focus is largely on elevating the employee experience, and bringing our company values — which we call PMI DNA — into meaningful action.
I have my lunch at one of the company’s restaurants. It’s not just a break. This is an opportunity to recharge, and often have informal discussions that spark new ideas. I use this time to reflect on our organisation’s alignment and reconnect with our broader purpose.
Personalisation is one of the most exciting trends I’ve seen in the field of human resources. Technology will certainly play a part, but what really matters is the ability to understand people’s motivations and design work experiences which reflect their individual needs. I think human resources will become more adaptable, more humane and more focused on the individual’s potential.
Early in my career, I advise people to be true to themselves and to remain self-aware. Even when the feedback is uncomfortable, be open to it. Reflect on your goals for the next five years, and take steps to get there. People who are curious and dedicated to lifelong learning have the most impact on me.
I spend my afternoons mainly on projects, conversations and decisions. I don’t like rigid productivity systems. What motivates me is the connection I have with people, our purpose and culture. I get frustrated when the human resources department focuses too much on processes. While processes are important, they should not replace empathy and common sense.
A fact that may surprise some people is that I was scouted in France by a professional coach when I played football at the age of 14. The coach asked my dad if I was able to leave school and join a football academies. My father was very clear in his answer: He must first study. Years later, I see my son playing football. He is already better than me. I gave him the same advice every time: first education, then football.
After work, I always clear out my inbox. This gives me closure and allows me to reset. I also reflect on whether I helped someone grow. Was my leadership the type we wanted to see in the entire company? Was I able to move forward something in a meaningful way? These quiet check-ins keep me grounded and on purpose.
I think human resources will become more adaptable, humane and focused on individual potential
The evenings are all about the family. We have dinner in a casual setting, around the kitchen. We talk about our day. I try to be present and help my kids with their homework. After my children have gone to bed, I check email one last time before reading.
I am currently reading Lessons in Chemistry, by Bonnie Garmus. This is a story of a woman scientist who was brilliant and unconventional in the 1960s, navigating an often rigid world. I am drawn to people like this — those who are unconventional, challenge the norms and stay true to their own selves no matter what. It’s inspiring and refreshing. And it reminds us that we can make a difference by being ourselves.
Two times a week, I train with a remote health coach who is currently living and studying in Spain and hails from Venezuela. Before I fall asleep, I ask myself one final question: did I leave this organisation better than when I arrived? Was I proud of my performance?
