Intelligent Emotion is here to humanise workplaces for the digital age. That’s our why. We are here to do four things for clients...1 To help them reach world-class levels of employee engagement using our proven track record and award-winning methodology. We know how to take companies with low engagement to world-class in record time. If you’re struggling to gain engagement momentum or want a refreshed approach, we know the levers to pull to get results fast.2 To help them bring their people with them through times of change and on their strategic journeys through powerful communications that create emotional impact. 3 To help them understand their current culture, determine their target culture in line with their strategic intent and to help them create a roadmap to bridge the gap and ultimately create a distinctive culture that delivers competitive advantage. 4 To coach internal comms and engagement professionals wishing to further build their confidence and capabilities and to coach leaders to become more engaging and inspiring. We’re called Intelligent Emotion because we believe that emotion is a vastly underused resource in business. Many leaders shy away from it and see it as out of place in the workplace, but we feel differently. We believe that used intelligently, emotion can unlock creativity, innovation and create competitive advantage. Think about it… people don’t tend to give discretionary effort at work just because they rationally understand what to do, they go the extra mile when they feel emotionally connected to a company, a leader and a powerful purpose that underpins what they do.With decades of FTSE 100 and FTSE 250 director-level experience behind us, and a high impact strategic mindset, we consult for organisations across the UK and Europe. We’re passionate about making a positive difference - not just to the performance of our clients’ businesses but to the quality of the lives of the people who work in them.

When I joined AIB, we set about achieving two things: Aligning people to the AIB strategy and increasing employee engagement which could be channelled to deliver the strategy.Results • We delivered one of the biggest engagement increases over a two-year period of any company in Europe• Staff demonstrated a 48% increase in their understanding of the strategy and a 36% increase in their objectives being strategically aligned• My team won Small Team of the Year award at the 2014 Melcrum Internal Communications Summit, we won Small Team of the Year at the 2015 IC Brilliance awards and Best Employee Engagement in a company of >250 employees at the 2015 Employee Engagement Awards UK & Ireland. On strategy alignment we have:• Run three annual Summits for 1,300 leaders to set expectations oh leaders at AIB and inspire them about our future vision and strategy. As our 2015 Summit, I influenced the AIB Executive Team to use storytelling as a way to engage leaders in our vision and strategy and to create an emotional connection• Run strategy workshops for leaders to help them agree SMART, outcome-focused goals with their teams that align to AIB’s strategic direction• Made our comms channels more strategic – we linked and labelled messages to our strategic priorities, used stories to show how our people are delivering on the strategy • Created a Tone Of Voice programme and toolkit to make written communications more human and engagingIn terms of engagement we have:• Got engagement firmly on the business agenda and seen as a way to do business more effectively• Made all leaders accountable for engagement and provided 1-1 engagement coaching for 300 priority leaders • Shared best practice and developed a pioneering programme to help leaders engage themselves and their teams through times of business change• Created a set of brand values shaped by staff and which are being embedded into AIB's DNA

Working in Group Finance as a freelance contractor, I led a team of business partners who manage senior stakeholder relationships for a complex global Finance transformation programme. During my time at Lloyds, I created a business partnering approach that turned the way things were traditionally done completely on their head. This approach and my leadership style generated fabulous feedback from key stakeholders and from my team. I was proud to have created a business partnering approach that set my team and the project up for success after I left.

My key responsibilities included:• Communicating RSA's new Global ambition, purpose and strategy in a compelling way that involved employees, created ownership and provided line of sight between their roles and the overall direction of the company• Upgrading the internal communications channel mix to match the culture RSA were trying to move towards• Coaching the Global Exec team to help them increase their visibility and demonstrate to employees how they were role modelling the new culture• Overseeing the internal communications of global change programmes e.g. Employee Value Proposition and Brilliant Service • I led a team of 7 direct reports and had 3 mentees

• I helped RSA to reach world-class levels of engagement in rapid time • I devised a Group-wide Engagement plan and associated toolkits that could be flexed to suit different parts of the business depending on where they were at on their engagement journey • I managed our relationship with our engagement survey provider and under my leadership, we achieved a 95% response rate to our annual engagement survey – 20% more than most companies would consider a solid response rate• I worked with and enhanced the effectiveness of the Internal Communications and Engagement network globally by collaborating on engagement solutions, providing line of sight regarding key engagement deliverables coming from the Centre and offering support to the regions to assist them with their local communications and engagement challenges • I introduced a programme of one to one engagement coaching for managers who had large teams or low engagement scores. 300 people took part in this across the organisation. Their average increase in engagement was almost 5 times our overall Group increase in 2011• I maintained world-class engagement levels within my own team through a focus on coaching and upskilling• I ran a Global engagement programme, “The Arctic Challenge” which helped raise employee awareness of our partnership with the World Wildlife Foundation, generated ideas about helping the environment and encouraged people to get fit by taking part in a pedometer challenge. Over half of the organisation’s employees took part • I brought thought leadership into the business which helped shape the future direction of engagement at RSA• I led a team of 3 people and had 3 mentees

• I ran a Group-wide internal communications and engagement plan to celebrate RSA’s 300th birthday. This plan helped us to achieve record-breaking levels of employee participation in Corporate Social Responsibility activities. Across the Group, we raised £750,000 of donations in just 11 weeks, three times what we’d raise in a typical year, we did 37,500 volunteering hours, more than double what we’d do in an entire year and our employees donated no less than a quarter of a million gifts in kind. The 300th birthday plan contributed to us exceeding our engagement targets across the Group and built a real sense of pride with our people. This programme was highly commended at the 2010 CiB Awards and reached the finals of the 2011 CBI Awards in the Best International Engagement category• I supported the CEO of RSA’s Emerging Markets businesses (Latin America, Central and Eastern Europe and Asia Middle East). This included writing announcements and strategy communications on behalf of the Emerging Markets CEO and writing Quarterly Financial Results intranet and scripting and video messages. It also involved storyboarding and creating content for the CEO’s sessions at our Global leaders’ conferences. • I provided communications business partnering support to the Global HR Director. This involved me devising and implementing communications strategies for key Group-wide HR programmes including the roll out of a Global Capability Framework and Learning Zone to help people better understand the skills they need to be successful and also to be more aware of the learning opportunities on offer to support them with their career development. In addition, I led the communications planning on other Group-wide HR initiatives and designed content and wrote scripts for the Group HR Director to use at internal conferences and recognition events• I led a team of 2 direct reports

• I helped the UK business exceed its engagement targets by more than 50% in 2009 and again by more than 50% in 2010. This was achieved despite the difficult market conditions the business was facing and the tough decisions made as a result e.g. redundancies, site closures and pension changes. Key deliverables include:o Designing and implementing a successful programme of engagement master-classes to help leaders drive engagement at a local team levelo Setting a framework for coaching low-scoring and priority managers to help them improve levels of team engagement. Those coached increased their engagement scores by double the UK increaseo Coaching members of UK Executive Team on how to improve engagement with their teams. I ran engagement action planning sessions with a number of them and provided coaching and guidance on how they could increase engagement with their own Exec teams thus setting the tone for the rest of the people in their businesseso Using comms to help fix the big engagement issues. o Overseeing management of annual engagement survey process for the UK and generating a response rate above 85%. • Responsibility for all Business Transformation communications. Key deliverables include:o Working with UK CEO and Executive Team to articulate UK business strategy in a memorable wayo Preparing communications plans and writing CEO announcements e.g. 1200 role reductions (15% of UK workforce) and Bristol site closure. I worked closely with our union partner on our communications approach and messages to ensure these difficult announcements landed smoothlyo Co-ordinating and inputting to all organisational change communications across the UK business to ensure adequate air traffic control and to ensure messages were clear, consistent with our external messaging and delivered in an engaging and empathetic way• I led a team of 5 direct reports

• Responsible for internal communications to support roll-out of new RSA brand, Internal Communications channels including the intranet, UK projects, business partnering HR and communicating engagement initiatives internally. Key deliverables include:o Setting the communications approach to roll out and embed the new RSA brand, including brand reveal and activation sessions to build excitement; and incorporating brand beliefs into our Performance Management processo Setting and overseeing implementation of RSA channel and intranet strategy including channel audit o Devising employee involvement plan to support RSA’s Corporate Social Responsibility agendao Leading communications workstream for Treating Customers Fairly – an important FSA initiativeo I led a team of 5 direct reports

• This was my first senior management role at RSA and was a big challenge, especially as I was promoted and moved into a different discipline at the same time. In this role, I was responsible for the internal communications of a UK-wide programme to drive out costs from the company’s expense base and embed a culture of cost control. Key deliverables include: o Creating a communications plan to ensure employees had a clear understanding of the burning platform for change, this included communicating 1500 role reductions (15% of UK workforce)o Instigating face to face sessions with employees to move people through the change curve quickly and introducing an employee suggestion scheme to help embed a cost saving cultureo Preparing all communications involving our union partners and managing relationship with them o Liaising with HR to ensure the behaviours required to make cost savings sustainable were embedded into performance management frameworko All of this activity contributed to the programme having delivered twice the amount of expected savings and helped to embed a ‘My Money, My Business’ culture with employees• Working with the UK Chief Executive, creating and delivering internal communications plans to support Investor Days and business model changes as well as accountability for the CEO’s internal comms channels such as her blog, Think Tank, site visits and leaders’ teleconferences • Being accountable for an internal communications strategy for the UK’s support functions (Finance, HR, IT etc.) • Devising visibility programmes to help Exec members get closer to employees below management levels• I led a team of 2 direct reports

• For 6 months, I combined my business partner role with another role as Marketing Campaigns team leader. This involved managing a team of 12 Commercial marketing campaigns consultants • I defined marcoms strategies and tactical plans encompassing brand advertising, corporate hospitality / events and marcoms campaigns to aid customer retention and generate new business growth

• This was a big role to move into immediately after the graduate scheme as I business partnered Risk Solutions; the arm of RSA’s Commercial business responsible for meeting the insurance needs of commercial clients with an annual turnover in excess of £100m • Providing marketing consultancy to the Risk Solutions senior team in the UK, Continental Europe and the US• Creating B2B marketing strategies and plans which encompassed R&D, advertising, event management and marketing collateral to support hitting new business and retention targets

I did 3 6 month placements on RSA's General Business Management Graduate Scheme. 1. Commercial Schemes Manager - Liverpool, 2. Outbound sales team leader - Glasgow. 3. Marketing Campaigns Consultant - London.

I taught Italian to adults at night class.