David Rotstien

The workforce strategies people see depend on structures they often do not see. 
 
For most of my career, I’ve worked at the intersection of structure, talent, and leadership. My career has exposed me to many HR disciplines, navigating complex economical cycles and business transformations, over time my focus has expanded from technical expertise into partnering with leaders to ensure their organizations are built to deliver what their strategy demands. 
 
I’m naturally curious about how work really happens inside complex systems. I look for patterns beneath the surface—where clarity is missing, where capability needs are shifting, where good intentions aren’t translating into results. From there, I collaborate across HR and business teams to design solutions that are integrated, scalable, and grounded in commercial reality. 
 
Relationships are central to how I work. Trust creates the space for honest dialogue and thoughtful challenge. I bring a team-first mindset, balancing rigor with empathy, so leaders can make confident decisions that consider both performance and people. 
 
Leading the enterprise-wide job architecture transformation at RBC was one example of how I brought diverse HR, business and change management experiences forward to support broader organizational goals. By positioning structure as a strategic enabler rather than a technical exercise, we strengthened workforce transparency, supported evolving skills, and created a more resilient foundation for organizational growth in a regulated environment. 
 
At its core, my work is about alignment, ensuring that how an organization is designed allows its people, and its strategy, to move forward together.