Acting as the strategic partner to two of the three divisions of this large Scottish charity, supported the significant change process of redesigning the provision of services to successfully compete in an evolving, competitive tendering environment.

Reporting to the COO led the people agenda to underpin the firm's growth aspirations, identifying the key interventions to enhance leadership capability, talent attraction, development and engagement and advancing the approach to compensation.

Successfully led a major a major transformational project for this large Scottish charity. (Turnover of ~£50M and 2,000 employees).

Part of the governance board of this charity (~£45M t/o) guiding it through a time of significant change including restructuring the Executive team, completing a major capital project and a reduction to the organisation's terms and conditions

Delivered the pre-acquisition due diligence and planning processes and then subsequent 12 months of post acquisition integration to facilitate the successful transition of the long serving National Semiconductor employee base into Texas Instruments.

Led the strategic people agenda for the site to grow its operations and achieve the performance levels that secured long term inward investment. Identified and deployed the leadership practices that increased employee engagement by 20% in key areas, introduced a behavioural root cause analysis tool that reduced people related process problems by 50% and established a talent pipeline across the organization.

Supported the sales and technical services organisations of this US technology company across the EMEA region. Working as an integral part of the senior team that grew the commercial offering both horizontally and vertically during a period of significant growth.

Working across a number of divisions to manage and deliver a program of generalist HR activity focused on business change and organizational design through to recruitment and selection and leadership development.