David Thomasson began his career at the International Committee of the Red Cross (ICRC) with a role in finance, but over the years, that has evolved into a lifelong mission to support people on the front line of humanitarian action. His journey with the ICRC has taken him across continents, through conflict zones and into leadership roles. He has not only managed operations but also helped his colleagues through some of their most challenging moments. His story is about growth, purpose and an inherent belief that human connection drives humanitarian response. 

What makes working with people in the humanitarian sector so unique or special to you? 

While I can only speak from my experience within the ICRC, what makes working in this context truly unique is the strong sense of purpose and connection. At the ICRC, you do not just join an organization; you become part of a family that is united by shared values and a common mission. What has been especially meaningful for me, particularly within HR, is the opportunity to support our staff, not only professionally but also on a deeply human level. You are not just managing processes; you are accompanying people through some of the most challenging and rewarding moments of their careers. That level of trust, responsibility and human connection is rare, and it is what continues to make this work so fulfilling for me. 

At the ICRC, you have worked in finance and administration, internal audit, and HR. What has influenced your journey, and how did it lead you to your current role? 

I have been fortunate to have had a rich and diverse career with the ICRC. My background is in finance and administration, and so I started out as an administrator and later transitioned into financial control. Along the way, I discovered a strong interest in human resource management, which led me to do an MBA in HR. That opened the door for me to become an HR manager and eventually lead to my current role as an HR partner (although I also worked as a head of support and an internal auditor in between, which I equally enjoyed). 

Over the past 19 years, I have had the privilege of working in more than 60 delegations – mostly through short missions, but also in longer-term roles. Each mission brought unique challenges and profound human experiences. What inspired me throughout this journey was the incredible dedication of our colleagues, even in the most difficult environments. These encounters reaffirmed my belief in the importance of supporting people, not only operationally, but also in their personal and professional development. That is what ultimately brought me to where I am today. 

How do you stay connected to the ICRC’s mission while working behind the scenes in HR? 

Even while I’m working behind the scenes in HR, I stay connected to the ICRC’s mission by constantly reminding myself who we serve and the impact our work has on the lives of people affected by armed conflict. Supporting our colleagues means supporting the mission because without our staff, our work could not happen. I also draw strength and perspective from my own experiences in the field. Having worked in many delegations, I carry with me the stories, faces and realities of the people I have met and the places I have visited. These memories give my work meaning and ensure that I never lose sight of why we do what we do, even while working in a support role at headquarters. 

What aspects of the humanitarian situation in the Americas have the most influence on your work as an HR partner? 

The Americas is a very diverse region, shaped by complex humanitarian issues, from armed conflict and extreme urban violence to migration and detention challenges. This requires staff to be adaptable and to have an excellent understanding of the local context. A large proportion of the staff in this region are local people, including in senior management roles. The region also has the highest proportion of female senior managers within the ICRC. These milestones demonstrate progress towards more inclusive leadership. 

At the same time, the unique staff situation – with one of the lowest international-to-local staff ratios in the organization – brings both opportunities and challenges, particularly around flexibility and mobility. As an HR partner, I try to strike a balance between recognizing and developing local talent, ensuring equitable career pathways and supporting managers in navigating complex operational environments. The region’s strategic importance – whether in terms of maintaining a dialogue with states and other parties to a conflict, promoting international humanitarian law, or engaging with donors – reinforces the need for HR to play a proactive, forward-looking role in shaping a resilient and responsive workforce. 

If you could reinvent HR in the humanitarian sector, how would you want HR professionals to go beyond policies and procedures to truly support humanitarian work? 

HR is at the very heart of humanitarian action – no mission can succeed without the right people, and they need to be properly supported. If I could reinvent HR in the humanitarian sector, I would place even greater emphasis on strategic partnerships between HR professionals and leadership teams, ensuring that HR is not just seen as an administrative function, but rather a core driver of organizational performance and well-being. 

We need to go beyond compliance and procedures by investing more in the development of our colleagues, whether they are mobile or resident staff. We need to provide them with clear career paths, meaningful feedback and a long-term vision. Understanding the real challenges managers face in the field, and being present to co-create solutions with them, is essential. HR should act as a compass, helping individuals grow while keeping the organization’s mission in sight – because empowered, supported people are the foundation of impactful humanitarian work. 

Human resources is all about people and is central to the ICRC’s mission. We rely on our HR teams to build strong foundations and to keep everything moving forward. 

The Department of Human Resources is made up of four key divisions: HR Operations, HR Services, Global Talent Management, and Learning and Development. Discover more about our work and the people behind it.