RICCARDO FALCONI

Riccardo Falconi - Senior Vice President HR EMEA Hunter Douglas

RICCARDO FALCONI

Senior Vice President HR EMEA Hunter Douglas

About

Riccardo Falconi is a seasoned Human Resources executive with a strong international track record in talent management, organizational transformation, and change leadership. Currently serving as Senior Vice President HR EMEA at Hunter Douglas, Riccardo leads the HR strategy for 65 professionals across 23 countries and 57 companies, overseeing over 6,500 employees in a post-merger integration context following a major private equity acquisition.

With more than 20 years of experience, Riccardo has held key leadership roles including VP Talent and DEI&B for the International Zone at the Kraft Heinz Company, where he was instrumental in designing and implementing global strategies for talent acquisition, learning & development, and diversity & inclusion. He led the creation of a Talent Marketplace, redefined hiring practices to improve gender diversity.

Earlier in his career, Riccardo served as People & Performance Director for Southern and Continental Europe, where he significantly improved employee engagement and retention. He also brings consulting experience from Accenture and EY, where he managed organizational and HR transformation projects for major global brands in automotive, consumer goods, and public sectors.

Riccardo holds a bachelor’s degree in Law from the University of Naples Federico II

Sessions​

November 6, 2025 02:35 PM

Building Leadership Pipeline When AI Replaces Entry Level Talent

Junior positions disappear as AI handles basic tasks traditionally performed by new graduates and entry level employees. Leadership development programs lose their foundation when there are no stepping stone roles. Future executives have no pathway to gain experience before reaching senior positions. Industry leaders explore new models for developing tomorrow's leadership talent. 

  • How do you develop future leaders when AI eliminates traditional career progression paths? 
  • What experience do potential executives need when machines handle most operational learning opportunities? 
  • Should leadership development start at senior levels since junior roles no longer exist? 

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