Owner David Eccleston uses his many years’ of experience in talent management and learning to uncover the big picture when assessing the needs of each client. His approach is to “join the dots” to present holistic solution(s), recognising that changing one thing will have consequences in other areas, whether intended or not. He is fascinated by how attitudes and behaviours impact employees in the workplace.

Head of the European Integrated Talent Management (ITM) Europe team responsible for the design and implementation of core global processes, for example, performance management, succession planning, leadership development and executive level recruitment. The role also included the development of talent strategies to support business transformation including the creation of an Enterprise learning and development function. Member of the global ITM leadership team and provided business partner support to senior line of business leaders and regional HR directors Key achievements include: • International talent lead on a project team that successfully integrated disparate European groups of learning and development employees into an Enterprise wide function • Championed the introduction and implementation of ©Insights Discovery as the psychometric of choice globally • Led a small team of senior HR and ITM colleagues who re-designed the core global talent processes• Designed and delivered a training module on Agile Working for line managers located in the European HQ with the objectives of supporting a culture change due to an office relocation• Developed a talent strategy for a newly formed European line of business encompassing leadership development, succession planning and recruitment • Served as a member of the International Diversity & Inclusion Council; ensured an appropriate focus on D&I was maintained in all talent and development activities • Co-designed a “light touch” approach to the annual succession planning process at a time of intense global business transformation.

Managed the European Strategic Talent Management (STM) team responsible for the design and implementation of core global processes, for example, performance management, succession planning and leadership development. This role also included the integration of the European STM team into a newly formed global team. Member of the global STM leadership team and provided business partner support to senior line of business leaders and regional HR directors. Key achievements include: • Co-led a team of senior international HR and talent management professionals to determine how best to implement core talent processes globally (succession planning, performance management, leadership development)• Designed and implemented a high potential development programme for a European line of business • Piloted the use of ©Insights Discovery to support senior business leaders driving Europe wide business transformation• Designed and implemented a short term international development assignment as an alternative to ex-pat assignments • Led a team of HR generalists from across the International business tasked with implementing a standard online performance management process for manager level employees upwards• Drove the implementation of Strategic Talent Plans for the first time in the International business

Responsible for ensuring all talent and learning & development initiatives and programmes were designed and/or customised to meet the diverse needs of employees worldwide. This followed the establishment of a Global Talent Management Centre of Expertise (TMCOE) within the HR function. Key achievements include:• Managed the Employee Engagement Survey for the International business which spanned 8000 employees in 24 countries and 17 languages; reduced costs by 30% through process improvements • Reviewed all core strategic talent management processes/activities and made recommendations for change to ensure fit for the international business division; designed and implemented revised performance management and succession planning processes and revised content for leadership development curriculum • Managed succession planning in the International business division; instigated and facilitated a series of cross-line of business review meetings resulting in senior leaders being aware of talent across the whole division • Member of the UK Sales Revitalisation team charged with significantly reducing turnover and associated costs; designed and implemented career paths and a revised training curriculum which helped achieve significant reductions in turnover and associated costs • Coached regional HR directors on the range of STM processes, services and support available in a business partner capacity to help establish the global centre of expertise

Led a team of professional trainers who delivered a wide range of leadership and development courses to employees based in Europe and the UK. Responsible for establishing the first consistent pan-European approach and the development and implementation of global programmes.Key achievements include: • Implemented a strategy to bring all leadership and development training in-house; achieved significant cost reduction with quicker response times to requests • Managed the introduction of the Gallup Q12™ Survey across 20 countries, 6500 employees in 15 languages: the first global employee engagement survey: achieved 75%+ participation rate • Managed the International Strategic Diversity Plan: achieved “exceeds expectations” rating 3 years in a row • Managed the YTS/FMA schemes; grew the number in the scheme from 12 to a maximum of 28 young people all supported by internal NVQ assessors • Managed the introduction of NVQ customer service level 2 becoming the minimum required qualification for all agents in the newly created UK Customer Call Centre • Led the team which achieved Investor in People accreditation for the first time on a group wide basis covering all Lines of business in the UK

Responsible for providing learning and development support and solutions to a number of UK based functions. • Represented the International business on a global project team charged with creating the first global leadership development programme – Results – three level approach consisting of three elements leading people, leading change and leading the business, all modules were customised and translated as required and delivered globally • Implemented Targeted Selection® as standard for recruitment in the UK sales force • Delivered a wide range of leadership and development courses e.g. leading people, team leadership, personal effectiveness, train-the-trainer, performance management • Carried out TNAs; developed individual and function wide training and development plans

• Regional Human Resources Manager 1991 – 1995• Area Business Manager (Insurance) 1990 – 1991• Senior Training Officer 1986 – 1989• Various roles of increasing seniority within insurance business 1980 – 1985• Port Officer 1976 – 1979