IWSR is the only global beverage alcohol specialist to combine granular market data with consumer driver data. We are the key strategic reference point for the industry, and our data is used to help drive investment decisions and strategic planning across 160+ markets.

Project Scope: Evaluate Hugo's current Hiring model to design and implement a new Talent Acquisition System.Greenhouse: ATS re-implementation, configuring new workflows, permission structure, assessment framework. Team Leadership: lead a small team (2), introducing team-wide mini delivery sprints, creating and enabling an individual development plan.Process Optimization: Reviewing and refining the end-to-end talent acquisition process, from headcount planning and sourcing to candidate assessment and onboarding, to ensure it is streamlined, efficient, and aligned with Hugo’s objectives to improve how the organisation makes hiring decisions.Training and Development: Providing the talent acquisition team, hiring managers and interviewers with training programs, workshops, and resources to enhance their skills and capabilities in areas such as sourcing techniques, candidate assessment, interviewing skills, and diversity and inclusion.Tools and Technology: Equipping the talent acquisition team with the necessary tools and technology, with a focus on Greenhouse & LinkedIn to streamline processes, improve decision-making, and enhance the candidate experience.Metrics and Analytics: Establishing metrics, key performance indicators (KPIs), to measure the effectiveness of talent acquisition initiatives, track progress towards key objectives, and identify areas for improvement.Continuous Improvement: Encouraging a culture of continuous improvement by regularly reviewing and evaluating talent acquisition processes, soliciting feedback from stakeholders and candidates, implementing changes to drive ongoing enhancements and efficiencies.

Specialised in advancing the transformation of UK/international companies by working with Talent Acquisition & People teams to improve their Talent Acquisition Strategy.Selection of Key Highlights:Moove (2023) - Talent Acquisition Team Leadership: Leading an existing Talent Acquisition team of 8 people across EMEA. Goals included increasing value in the hiring process, carrying out weekly 1-2-1’s and quarterly performance reviews.Hiring Acceleration & Cost Reduction (Product/Engineering): Transitioning indirect hiring dependency to direct hiring model with a target of 24 hires over 6 month periodLoyaltyLion (2022) -Hands-on Delivery (Product & Technology): increasing pace of growth throughout Q2 (8) & Q3 (12), enabling the business to achieve 2022 growth goals.Trussle (2021) -Creation & Leadership of Talent Acquisition Team: growing from a team of one (myself) to four (1 x Talent Acquisition Partner & 2 x Talent Acquisition Coordinators). Leading the team, ensuring successful onboarding, designing 0-90 day plans.Zoopla (2019-2020) -Process Improvement (Product & Technology): definition and agreement of a new assessment and selection process, including a revised partnership between Talent Acquisition Team and business stakeholdersWorldFirst (2017-2019) -Organisational Change: restructure of Technology & Product area aligned with CTOs vision. Delivering internal mobility and external delivery of 69 new positionsDyson (2016-2017) -Transformation: Developing a new 135 person, Mobile Application Development capability including Dyson’s first non-headquartered office in Bristol (plus Singapore).

Returned to deliver an acceleration project within the Product/Engineering area of the business, growing the team by a further 24 people in 6 months (12 hires achieved prior to reduction in company growth in May).Led the existing recruitment team of 8 people across 4 time zones, increasing value in the hiring process, carrying out weekly 1-2-1’s and quarterly performance reviews.Partnering with CTO to analyse existing end-to-end hiring processes, identified and delivered improvements to candidate qualification, interview processes, decision making and reporting metrics/cadence.Worked across all business areas to implement new candidate screening and reporting.Taking the opportunity in reduction of company growth to drive cross-company talent projects (working as a Talent Team), with a particular focus on improving existing usage of ATS (TeamTailor) and improving candidate assessment.Creation and delivery of a series of workshops for those people affected by changing company focus, providing advice/guidance on CV writing and interview techniques.Running a number of 1-2-1 sessions, again with those people affected to help secure a new position.

Asked by an ex-colleague of WorldFirst to analyse and accelerate hiring performance of Q1-2022, with a particular focus on Technology where the team delivered 1 hire against a target of 12. Analysed and delivered a number of short/mid terms improvements across candidates attraction and qualification.Manoeuvred the People Team from a reactive to proactive hiring strategy through monthly forecasting sessions with SLT.Creation of weekly, monthly and quarterly insights reporting, presented to the Senior Leadership Team and CEO.Led the Talent Team, carrying out weekly 1-2-1’s, quarterly OKRs and ensuring the value we provide is consistent.Collaborating with People Partners, ensuring again we can be proactive, whilst also changing the internal brand of Talent Acquisition to being connected post-hire.Took a hands-on delivery approach to all positions across Product & Technology, increasing pace of growth throughout Q2 (8) & Q3 (12), enabling the business to achieve 2022 growth goals.Re-built Product Management team, working with new CPO to create a “new-world” product team.Worked with COO & CEO to design a number of new leadership roles within the commercial area, ensuring the retained search partnership worked effectively, including our first CMO.

Asked by an ex-colleague of WorldFirst & Aire.io to help establish a new Product Team.Collaborating with CPO we created the team structure, job descriptions/person profile and hiring processes. Initiated the creation of maps for desired markets (EMEA) within a similar sector.Successfully grew the team to 8 people in less than 6 weeks, including varying levels of Product Managers across the Netherlands, Germany, UAE, Kenya, Nigeria and South Africa.Assisted with the growth of the Talent Team before moving on to the next project.

Interim project to cover paternity leave, tasked with the continued growth across all areas of the business.Hired/grew the TA team from 1 (myself) to 4 including 1x TA Partner & 2x coordinators.Leading the team, ensuring successful onboarding, designing 0-90 day plans and advising where needed.Delivered growth acceleration project of 92 new Mortgage Advisors/Administrations across 3 months.Creation of new weekly reporting/presentation to Trussle’s parent company, Better, based in the US.Collaborating with the People Partner to ensure hiring needs were identified and sychronised.

A short-term project via OB Talent to assist ATG in re-growing their product and engineering teams post UK lockdown. Working with business stakeholders in reviewing existing hiring processes, making adjustments to the audience, reducing the number of stages to increase the speed of hiring.

A short-term project via DS Group to assist LandTech in growing their data engineering team as they look to both broaden their product scope and also geographical markets in 2021.Aimed at growing the data engineering from 3 to 11 people including an additional Lead Engineer to lead their second data squad.

Brought in to deliver a spike in growth for Aire’s engineering team to enable product discovery for the US market, a key aim for 2021.Added a Lead Engineer to help drive their lenders squad in addition to both senior (x2) and mid (x1) software engineers in addition to both a data engineer and data scientist.Partnered Aire’s engineering manager to establish key process improvements including introducing a greater emphasis on competency-based analysis together with running workshops for those new to the hiring process.

Asked to assist Beauty Pie in creating a new Product & Engineering capability as the business manoeuvres from start-up to scale-up.Working with key stakeholders in planning the prioritising and ultimately creating the plan to create 3 product engineering teams by the of the calendar year. In additional to building out new teams of Software Engineers (7), Product Managers (3), UX Designers (2), Data Science (2) key areas of focus included:Understanding of what Beauty Pie “is” and “wants to be” translating to the brand and tone in the marketFormulation of capability frameworks for software engineering, enabling role profile creationEstablishing hiring process, ensuring consistency, identifying interview skill development needsWorking with internal team to review channels/our story in areas including Linked In, GlassdoorExpectation from the business to be the Product Engineering “voice” when discussing reward, onboarding, brand, interview workshops etc.

Ensure the attraction, selection and assessment stages of the process support “raising the bar” and preventing bias.Making candidate experience is at the forefront of all decisionsWorking in close conjunction with the whole talent acquisition team, and wider HR team to share insights, learning and triangulation focusing on the entire life at ZooplaCoaching interviewers/hiring managers to improve interviewing and analysis, mapping the new career framework to that of our hiring analysis.Driving referral programme refresh, introducing hot jobs and monthly updates (Jan-March 47 referrals, 10 resulted hires)Working with the Talent Acquisition Team on improving Zoopla’s brand, investing in platforms including Glassdoor (+6K views per month), Stack Overflow & LinkedIn.Attending, sponsoring and/or hosting events including HackerX, SMR, Ministry of Testing & Women in Tech SEODriving conversations on prioritisation of growth, aligning to delivery capability.Creation of visible and insightful dashboard, covering hot-spots, pipeline, ratios (incorporated into monthly board dashboard, rolled out to other business areas).Introducing talent team to benefits of Confluence being point-of-reference for everything related to hiring strategy.

Projects: •2018 / Project IT Acceleration (PITA) – partnering with Heads of Development, Platform Engineering & Product to grow by an additional 60 people, enabling additional squads and delivery of several product roadmaps. Time-constrained to 4 months, we brought in an additional 58 people, resulting a net growth of 46. (90% direct)•2018-2019 / Organisational Change – restructure of Technology & Product area aligned with CTOs vision. Key task - managing the internal mobility and external delivery of 69 new positions (79% direct). This resulted in 14 internal moves prior to hiring an additional 52 external people covering software development, product management (growing Product Manager team from 3 to 16 in 2018), design and platform engineering.•2017-2019 / Hiring Process Improvement – the analysis of our existing hiring process for developers (historically a difficult area for WorldFirst). Non-Project Responsibilities: •Working alongside HRBP, CTO and Head of Development in creating a new career path, enabling people to remain technical. Resulting in the creation of our Engineering Lead position•Helping to create a career matrix for Product Management, Business Analyst and Project Management teams.•Active participation along with our CPO & CFO to evaluate any non-budgeted positions in addition to out-of-band offers being considered for approval. •Leading and coaching our technology talent team, consisting of two in London and a third in Hong Kong. Igniting the Why? And How? Managing our prioritisation and being the bridge to the business function leads. •Deputising for our Talent Manager when required, leading the wider talent team, ensuring all roles and offers are validated. •Creation of a dedicated, vertical orientated 3rd party supply strategy•Design and delivery of interview best practice sessions to all areas of my business area. Coverage includes “how to identify potential”, “how to see the real person”, “Hiring @ WorldFirst 2.0”

Key AchievementsCreated Dyson’s Connectivity Bristol office, the first UK site outside of Dyson’s head office Built/Enhanced markets perception of Dyson and the world of IoT (through meet-ups, conferences, word-of-mouth, present team engagement)Ensured Dyson culture is not only consistent, but enhanced and alongside the demands of the mobile tech space.Built a thorough and fit-for-purpose recruitment process (partnering with business stakeholders)ResponsibilitiesUndertake hiring at all levels across specialist areas, partnering with key business stakeholders and HRDesign and execute innovative direct sourcing solutions to unearth and identify talent, building an “always-on” pipeline of talentEstablish the recruitment plan for the upcoming fiscal year, from brand through to sourcing to selection and inductionBe an ambassador for a candidate experience which surpasses expectations; promote these behaviors internally and coach where required within the function and the business, such that these behaviors become the norm and representative of the Dyson brandAdopt a lead role in developing projects broadly across the team, driving them to a successful conclusionBuild strategic value-add relationships with key vendors, driving efficiencies for Dyson without compromising quality of talent

Responsible for establishing and manage key clients for the newly created engineering arm of Retinue.Partnering with client stakeholders to review and improve the recruitment process whilst ultimately delivering on contract & permanent open hires predominately with a focus on engineering.Internally managing delivery consultants whilst taking a lead on sourcing, the core focus was to deliver for sites geographically ranging from Cardiff to Feliwstowe via Birmingham.

Brought in as a consultant to address a number of issues covering excessive time-to-hire within the engineering team, difficult stakeholders, poor performing internal referral scheme and lack of 3rd party agency structure. • Responsible for performing all aspects of recruitment and staffing for the company and assisting with the day-to-day efficient operation of the HR department• Successfully decreased number of open hires from 72 to 8 through direct sourcing, better agency management and improving the internal referral scheme.• Established talent pool for mechanical designers, a key area for the business.• Worked with internal stakeholders in establishing talent plans covering both succession planning and leadership pipe-lining. • Influencing stakeholders through to director level in actions to ensure successful hiring (both internal and external routes)• Agency relationship; through analysis on both vertical support and performance proposals were created to reduce the number of existing agencies; using agencies matching to their vertical capability and also to expand on current agency support for contractors.

Vertex Solutions is a specialist technical recruitment company which works with some of Europe's brightest and most innovative technology companies within Research, Development and Science. In my current role I have responsibility for managing a 5 person team focused in two main areas, very low-level Embedded H/W and S/W Development and more traditional Web Based Services Technology. I also remotely manage a team in India (5). The teams focus is mainly on Permanent hires however there are a number of contract roles also being worked at any given time.

Managing key accounts in the electronic field focusing on two key areas; low-level to mid embedded software together with hardware design encompassing digital design, physical layout, PCB, mixed signal. Securing positions in RTL, VHDL/Verilog, Synthesis, STA etc.Working cross sectors, my clients are key players in the world of graphics (GPU), video (compression to HEVC), wireless communications and radio.

Account Manager within IT Recruitment, both on a permanent and contractual basis covering the full IT spectrum.Establishing and managing a wide range of clients, both within the the public and private sector.