External Trustee and Chair of the HR and Remuneration sub-committee. Providing guidance and support during a period of transformation for the Students Union.

As part of Newton Europe's people-centred change approach, I am supporting the delivery of a significant change and transformation programme within the UK Defense sector.

Designed and implemented Mobica’s people transformation strategy to support the delivery of an ambitious plan to double the size of the business in 2 years. Responsibilities included upskilling line management capability and re-designing line management structures and roles; overhaul of core people policy and processes; digitalisation of learning and development platforms; development of technical and behavioural competency frameworks and a simplified performance management framework; employee engagement and employer brand programmes, including early career and apprenticeships. Led Mobica’s change and engagement programme in response to COV-ID 19 including global redundancy programme and revisions to pay and reward including global corporate bonus scheme.nt.

Working in partnership with the CEO and Executive team to design and deliver the change management strategy in support of the Trust’s £140m turnaround plan. Responsible for the design and delivery of leadership, management and clinical development and engagement programmes; process optimisation and productivity programmes; talent management including Executive development, graduate programmes and internships; apprenticeships and social mobility programmes. Recognised for Excellence by the Minister of State for Apprenticeships & Skills in 2018.

Independent consultant working with FTSE 100/ FTSE 250 brands on culture change, engagement and communications programmes.

Led the development of a new culture, values and leadership model for the merger of two UK mutual into a £7 billion mutual organisation with an ambitious growth and acquisition strategy and new brand. Key achievements include the development and delivery of the Board-approved 3 year people strategy; definition of the new culture for the combined organisation; new talent management approach and leadership development programme to embed values and culture; new competence framework to enable behaviourally-based performance discussions; culture tracking tool to measure organisational behaviour, employee engagement and impact on brand reputation

As part of the PR and Corporate Affairs team, lead the development of Weber's Employee Engagement practice across EMEA.

Working with the Executive team, established the target culture for the newly divested bank and People Strategy. Implemented a culture change framework to drive integrated change management activity across brand, HR, risk and process improvement (Lean) activity. Developed the People Strategy to support the transition of W&G to a standalone UK bank.

Reporting to the Group HR Director, I worked globally across Rolls Royce supporting the Board in helping define Rolls Royce culture and identify how best to drive high performance and deliver growth. Having clearly determined the ROI for increased engagement across key measures including productivity and profitability, my work also included re-defining the role of line management to enable better engagement, complemented by a new approach to measuring engagement and a new, internal 'tone of voice'. The work involved gathering extensive insight from across the global business to help shape practical recommendations which were tested and refined in live environments.

Part of both the HR and Internal Communication leadership teams, I was responsible for strategic communication and engagement activity across both the O2 brand and parent company Telefonica. During my time, my role included supporting the transformation of the HR function, key operational and commercially sensitive product launches, pay negotiations with Trade Unions and the development of award winning communication channels.

I was part of the HR team during a period of great change for EY. I lead the design and implementation of a culture and engagement strategy to integrate three UK business units into one, with a new leadership team and operating model. Alongside the new organisational model, a new values framework was introduced focusing on behaviours as a key differentiator in the market. Working closely with the HRD and Managing Partner, and using storytelling techniques and Neuroscience principles, we designed a new approach to leadership and cultural development which focused on self-discovery and increasing openness to help build effective relationships and drive performance.

Responsible for corporate marketing, PR and external communications at a time of increasing regulation through Sarbanes-Oxley. During my time at ACE I led the roll out of a global advertising campaign, developed and delivered multi-lingual communication programmes in support of commercial business changes, developed an award winning marketing campaign and determined the employee engagement strategy in line with the new EU Information and Consultation directive.

Supported the development of an award winning communication and engagement framework designed to underpin BM's strategic shift from building society to specialist mortgage lender. I led the introduction of the company's first intranet, editor of a triple award winning magazine as well as supported on external and community PR activity.I initially joined BM in a customer facing role as a mortgage repossessions agent, moving internally into the Co-Ordinator role after 2 years.