I started my career working for two major US airlines (American Airlines and United). I left the airline industry for an opportunity in logistics to gain exposure to a higher level of experience in Human Resources, including labor relations, compensation and benefits, project management, and talent development. I worked in different regions throughout the Americas and EMEA ultimately shouldering global responsibility for Total Rewards & Mobility. I later took on HR corporate leadership roles in the manufacturing and hospitality sectors. During my tenure at these companies, I was able to work and interact in multiple cultures in over 80 countries. I managed global teams with diverse backgrounds, and I had the privilege to live abroad in Europe and the Caribbean. I experienced firsthand the challenges of living and working as an expat interfacing with multiple cultures, and I learned the key was understanding and valuing intercultural differences.
TEAM SPOTLIGHT: CORINA SORIANO
Alison Wimmer • April 13, 2023
Corina Soriano joined NetExpat in January as our Vice President of Global Advisory Services for the Americas. Her primary responsibilities involve driving growth and development of NetExpat in the United States, Canada, and Latin America. Corina holds her degree in Business Administration with an accounting major, and she has previous experience as Vice President Global Total Rewards in the logistics industry as well as experience in corporate HR roles in several different industries. Corina is a multilingual global citizen (English, Spanish, Portuguese, basic French) with corporate experience, and her calling is Global Mobility.
We are delighted to have you join the NetExpat team this year!
Can you share a little bit about your background?
How has your perspective on employee experience changed working for NetExpat rather than from the inside of corporate Global Mobility?
My time with NetExpat has given me a better understanding of the overall trends faced by different industries – that while different, the world of work overall has changed dramatically. Because we are working in such diverse environments post-Covid, employee experience is suddenly top of mind. Everyone is now operating in some sort of “mobile environment” – needing to be fast, agile, adaptable. Global mobility is no longer defined as just moving employees and families from A to B.
I experienced this in my last role prior to NetExpat where I worked in the US but my team was located in Germany. Companies now have teams located in diverse locations both domestically and internationally. Even domestic teams include international members from diverse cultures and perspectives.
Contact us to schedule a call with one of our experts in your region to learn more about best practices in intercultural solutions, partner assistance and talent management.
Contact Us
Share this post
Tracy brings her passion for people, coaching, and consultative sales to NetExpat. With a background in business psychology and years of experience guiding individuals and teams, she thrives on building client relationships and supporting growth. Tracy values NetExpat’s culture of equality, collaboration, and respect, where every voice matters. Motivated by making a genuine impact, she envisions global mobility becoming increasingly diverse, strategic, and human‑centered in the years ahead.
At NetExpat, we believe that global mobility is more than logistics, it’s about people, families, and the human experience of moving across borders. That’s why we launched the Global Care Awards to honor the organizations who go above and beyond to support mobile talent with care, inclusion, and strategic vision.
What if your AI tools are unintentionally costing you great hires, damaging team morale, or shrinking your global reach? Cultural bias in AI happens when technology reflects the norms and assumptions of the culture it was built in. That means even the smartest algorithms can struggle to interpret behaviors or communication styles that differ from the data they were designed and trained on. The result? Missed opportunities, disengaged teams, and tech that undermines—rather than supports—your global strategy. In today’s interconnected workplaces, understanding and addressing cultural biases is ethical, but it’s also about business resilience and growth. This blog post offers a clear, practical overview of where these biases show up and how you can build AI systems that truly support diverse teams and markets, along with business sustainability and growth.
Interview with an Accompanying Partner
Today’s global hiring landscape is complex. A candidate’s ability to succeed isn’t just about their qualifications; it’s about whether they can thrive in a new geographic, cultural, and/or corporate environment. Too often, companies assume preparing for success starts at the onboarding phase, but, in reality, the most crucial hiring decisions happen much earlier—during the pre-decision phase. Why does this matter? Because hiring the right talent isn’t just about filling a role; it’s about ensuring long-term success. Without assessing readiness factors early, companies risk costly misplacements, cultural mismatches, and logistical hurdles that could have been avoided. This is where internal mobility and talent acquisition teams can align and collaborate to transform hiring into a truly strategic process – one that ensures the right talent is selected, supported, and set up for success.
When organizations outsource business functions to another country—whether it’s accounting, customer service, or tech support—they’re often hoping for a streamlined, cost-effective solution. But when intercultural differences aren’t factored into the strategy, the shift often results in the exact opposite: misaligned expectations, breakdowns in communication, and friction across internal teams. Time is lost, along with trust, satisfaction ratings, and even clients. Too often, stakeholders don’t even know why. When internal teams find themselves working across cultures, misunderstandings are common. The definition of “good service” in one country may feel intrusive or inadequate in another. Perceptions of hierarchy and respect vary widely, leading to unintentional offenses. And communication styles are so nuanced that even simple messages can be misread—causing delays, confusion, and strained relationships. Internally, employee engagement and productivity suffer. Clients may notice the shift too—especially in customer-facing functions. Intercultural agility is the solution.
Leadership wants metrics, but they also need clarity. When you see a business need or opportunity, building the right business case with data is the way to give that to them. It’s also the best way for you to get buy-in. This blog post will discuss how to use data to strengthen business cases and the role of business storytelling in securing buy-in.
International relocations are a big adjustment for employees, but they can be an even bigger adjustment for their accompanying spouses or partners. This is especially true if they were a part of a dual income household in their country of origin. While organizations often focus on logistical support for the employee, the success of an international assignment hinges equally on the well-being of the entire family. If a relocating partner struggles to integrate, it can have negative impacts on the partner’s state of mind, the couple’s relationship, the employee’s ability to focus on their new role, and both assignment and organizational objectives.
Editorial from NetExpat Perspectives Newsletter Q3 2025
In a recent interview, Isabela Sena, Director of Global Mobility at Stellantis, shared her thoughts on talent mobility’s future. Read on to discover her views, and why people will stay central and elevated by AI.
