As the Chief People & Strategy Officer at AiOnix, I lead the strategic direction of the company, revolutionising how businesses operate through AI-powered technology and strategic HR practices.Leading the Way: I develop and implement forward-thinking strategies that seamlessly integrate technology with human capital, empowering HR professionals and organisations to maximise their impact. By driving innovation, we create a thriving workplace culture and elevate the employee experience.Strategic HR Leadership: I collaborate closely with our exceptional team to shape the future of work, aligning HR initiatives with business goals. I leverage my HR best practices, talent management, and organisational development expertise to drive strategic growth and ensure our clients achieve their objectives.HR Transformation: I spearhead the introduction of AI-driven solutions, automating mundane tasks and streamlining HR processes. By harnessing the power of technology, we unlock the true potential of HR professionals, allowing them to focus on strategic initiatives and create a dynamic and engaged workforce.HR Innovation: I continuously explore and leverage emerging HR technologies, staying at the forefront of industry trends. Through careful evaluation and implementation, I ensure our solutions enable clients to navigate the evolving HR landscape and stay competitive in the market.

As the head of HR at Mirra-PrimeAccess (MPA), a group of companies owning over 160 doctors' offices and clinics across Florida, I have a proven track record of transforming the organization's HR function. Reporting directly to the owner, I oversee all HR operations for the group, including MPA's Advanced Technology division based in the US and India.Under my leadership, HR was transformed from a fractured administrative department to a Centers of Excellence model, providing tactical and strategic support to the entire group. I spearheaded a brand-first sourcing approach for the Recruitment team, introduced an HR Business Partner model, and consolidated all US companies under one HR/Payroll system. These initiatives have contributed to a significant reduction in turnover rates and have helped the company to adapt to changing market demands.Additionally, I introduced AI into the department to reduce the number of administrative tasks, freeing up resources and allowing HR to focus more strategically.By identifying the root causes of turnover and taking measures to address them, I was able to reduce turnover by 50% within one year. I also established HR metrics to track performance and measure the impact of HR initiatives. These metrics have helped to inform decision-making and drive continuous improvement.Overall, my contributions to MPA's HR operations have helped to elevate the company's HR function and enabled the organization to achieve its strategic goals. I am passionate about leveraging my expertise to drive business success, build a culture of innovation and excellence, and deliver measurable results.

Reporting to the VP for European HR and providing Strategic and Operational Human Resources support to six European board members based across Europe.• Setting the HR strategy and managing the HR requirements for Finance, IT, R&D, Strategic Supply Chain, Procurement and Corporate employees (total of twenty-seven sites across Europe, Middle East, Africa and India (EMEAI), and 1,400 employees).• Following the Acquisition of Valspar by Sherwin-Williams, I was the HR lead for the integration of the functions of the two businesses across EMEAI including reviewing, revising, developing and implementing people strategies including Organizational Design, Talent Management, Career Development, Employee Engagement and Succession Planning.Successfully reorganized the Finance and IT functions from siloed functions within each business unit to a centralized, shared services model reporting up through the CFO and CIO. • Successful implementation and roll-out across EMEAI of the R&D Career Ladder (covering about 400 people).

• Reporting to the VP for European HR and supporting 2 Function VPs and 2 Business Unit MDs• Setting the HR strategy and managing the day-to-day HR requirements for Valspar’s Consumer Europe division, Guardsman and European Finance and IT functions (total of 3 sites, 75 field-based employees and further functional employees in fourteen European countries – over 400 employees).• UK Country HR Lead responsible for setting Valspar’s UK HR direction and strategy.• Built the Consumer Europe division from 8 employees to its current strength of 125 in less than two years.• Managed the European portion of Valspar’s Talent Management and Succession Planning programme.• Introduced an aggressive retention strategy which decreased labour turnover by 7%.o In partnership with the Training Manager created the Elevate programme in the Consumer Europe division, which identifies high-potential employees and puts them through an additional training programme. Four out of six of our first intakes were promoted.o Identify poor performers and ensure that they are managed effectively or managed out.• Developed one of my HR Administrators to take on greater responsibility as an HR Officer.• Managed the Valspar Consumer Field Sales team for four months while recruiting a National Sales Manager.• Harmonised policies, procedures and working practices between the two UK HR departments to improve employee experience and drive employer branding.• Incorporated Psychometrics (Thomas International and Insights) into development and recruitment processes to improve hiring, promotion and training decisions.

• Responsible for HR and Public Affairs in UK, Netherlands and Turkey• Management of 2 HR Managers in Netherlands and Turkey• Built the European HR Department from scratch concentrating on introducing a business partner model• Integrated compatible elements of the NuStar culture into the European Operation• Successfully handled several difficult, high-profile employee relations problems in the Netherlands, Turkey and the UK• Successfully introduced a Talent Management System into NuStar Europe, which aimed to identify talented employees at all levels of the organisation• Successfully introduced new onboarding and off-boarding procedures into European Operation to improve the employee experience.• Introduced payroll giving scheme and volunteering to European Operations.

• Primarily advised on Employee Relations including rolling out redundancy programmes in three locations.• Piloted a new HR Business Partner model in 3 locations• Management of 2 HR Administrators• Successful completion of 12 compromise agreements, 95% coming on or under budget• Led the implementation of a Business Partnering model involving working closely with line managers and up-skilling throughout the business • Successfully moved emphasis on simple HR resolution from HR Partners to line managers which has received acclaim from the Managing Partner

• Advise Managers across 13 sites on all aspects of HR including redundancies, Recruitment, TUPE, and ER • Redesign of the HR relationship to a Business Partner model• Deputised for HR Director in her absence• Ran Talent Management Program for the Director’s direct reports• Created and Ran Regular Two-Day HR Management Workshops to improve HR/Management understanding and relationships.• Fundamental redesign of HR throughout the company including complete development over the 13 sites resulting in them having a higher degree of autonomy whilst cost-saving on travel costs. • Took the sole lead on a strategic vision involving an “at home” therapy service, the result of which generated or retained over £1,000,000 of business whilst heavily reducing costs.• Received a special contribution award for my part in the senior management team during our application for an Operational Excellence Award