Reporting to both the Australian and New Zealand HR Director and the General Manager of L'Oreal Luxe, my remit involved leading the Human Resource function for the L’Oreal Luxe division (780 staff). The scope of the role involved providing the full suite of strategic and operational business partnering initiatives to our Australian staff. One of the key requirements is to liaise closely with the L’Oreal Luxe Asia Pacific team to contribute, drive and lead regional projects.The key accountabilities include talent development, workforce planning, budget analysis and preparation to contribute to the L’Oreal Luxe annual budget plan. The role also has direct accountability for the design and implementation of the L’Oreal Luxe People Plan.Specific focus has been the design and implementation of the L'Oreal Luxe Australia Retail Employee Value Proposition. Post implementation, this model and format has also been incorporated into the L’Oreal Luxe Asia Pacific Retail strategy.I've also directly led the successful redesign of the L'Oreal Luxe retail recruitment strategy which has led to a 70% increase in applications and a 33% reduction in time to fill across the Retail division.After 9 years living and working in Australia I relocated back to the UK with my family.

My role as Associate Director of Human Resources (ANZ) with Goodyear Dunlop involved leading 3 Human Resource functions (HR Operations Centre, Talent Acquisition and Sales Force Effectiveness) across the ANZ Retail and Wholesale markets. My remit within these roles is to provide strategic and operational solutions through my teams to drive business and cultural performance. Core outcomes included the design of a national sales competency model and associated training for the Goodyear Retail business. The GAP analysis and development of sales training methodologies including securing external sales training solutions for Goodyear's Wholesale sales teams was another core deliverable.

Reporting directly to the Director of Human Resources (ANZ) this assignment involved working as a trusted strategic and operational business partner to the Goodyear Dunlop Australia Consumer PBU and New Zealand leadership teams. The scope of the role involved full HR Business Partner responsibilities including Talent Management, Succession Planning, Workforce Planning, Change Management and Organizational Design. The role also had responsibility for leading the HR Operations Team (3 staff).Key successes included the design, set-up and implementation of a new centralised HR Operations Centre with a remit to provide an exceptional first line HR telephone advisory shared service to all of GDT's internal stakeholders.Additional achievements included the transition of all New Zealand HR Operations to the centralized HR Shared Service team based in Melbourne with accountability in sourcing specific technology and systems upgrades to establish the transition. I also successfully project managed the HR component of the divestment of the GDT NZ Retail business (52 company owned stores and 36 licensed operators) to a new owner. This involved the migration of 190 staff to the new entity, and the negotiation of a new collective agreement with the applicable Union.

Reporting directly to the Vice President of Human Resources (ANZ) and a dotted line to VP of Goodyear Retail, the scope of my role involved leading the Goodyear Retail HR Recruitment, Generalist and Training teams (11 staff) in the delivery of exceptional strategic and operational HR services to the Retail division to a headcount in excess of 1500 associates. Core HR related activities included Organizational Design, Talent Development, Succession Planning, Operational and Strategic Business Partnering, Budget Planning and Change Management. Key responsibilities included the design, implementation and execution of the Goodyear Retail people and training strategy. In association with this process full accountability for preparing the training budget forecast ($1.8m). I also had full accountability for project managing all divisional restructures and realignments, including reshaping both the HR and Training teams to align with the new business model. I was also tasked with working with the Senior Executive team to evaluate and implement the consolidation of the Retail division into the Goodyear Consumer PBU division.From an operational perspective through the consolidation of the Generalist and Recruitment teams reduced the organization’s time to fill by 22% (Jan 2012- Dec 2012) with full year recruitment cost savings of c 25% over approximately 680 roles.

Working as a strategic and operational business partner to GSK's Pimary Care Sales and Marketing teams the role encompassed all facets of HR activity including Talent Management, Workforce Planning, Organisational Design and Succession Planning. Core achievements included the development of a sales performance framework, implementation of a high performance environment tracking tool and successfully supported the integration of new acquisitions into the company.

Reporting directly into the Head of HR Asia Pacific and with a dotted line to the Australia New Zealand country manager, this contract role was tasked with effectively managing the HR relationships at senior management and director level across Australia, New Zealand, Hong Kong and Singapore to ensure the best value add for all business units.With line management of 2 staff I was accountable for personally and through my team delivering all Human Resources activities including recruitment, talent management, payroll, compensation and benefits and due diligence of several acquisition prospects. I personally designed and managed the integration of 2 acquisitions into this matrix based organisation.

Provision of HR Advice and case management across several RBS Group functions including, RBS Insurance, Manufacturing and Retail Banking. This time also included a 12 month secondment into a Business Improvement Analyst role as part of the HR Shared Service team.