Debbie Brenen Email & Phone Number

Leading a direct team of 6 and wider team of c100, with dotted line leadership of 70 artists in Europe, USA, and APAC. Delivery of figures in 24 attractions, against a revenue/internal order budget of £8m/year, with a focus on driving production efficiency and commerciality in a creative-driven environment. • Created a stand-alone HR strategy for the division, including a new career development framework and specialist roles more closely aligned to the central compensation and benefits… Show more Leading a direct team of 6 and wider team of c100, with dotted line leadership of 70 artists in Europe, USA, and APAC. Delivery of figures in 24 attractions, against a revenue/internal order budget of £8m/year, with a focus on driving production efficiency and commerciality in a creative-driven environment. • Created a stand-alone HR strategy for the division, including a new career development framework and specialist roles more closely aligned to the central compensation and benefits structure.• Developed clear succession plans, HiPo/9 box model (revisited with a DE&I lens) and a new leadership development programme to broaden the skills of a highly specialist team and identify future talent. • Led a cross-divisional DE+I taskforce, engaged third party training support focussed on gender and ethnicity, and collaborated with local schools and universities.• Improved selection processes for creative roles – challenging the existing processes and engaging the team if creating innovative assessment activities.• Fostered a commercial approach, leading hearts and minds initiatives to engage key team members in pricing activities, the technology design and rollout, and reviewing operational processes.• Assessed the business for financial opportunities to reduce annual capex spend and reviewed all supply contracts across raw materials and buildings facilities management achieving reductions.• Developed a modernisation and technology-led change strategy, blending traditional processes with new digital design and fabrication methods. Wrote board proposal for funding and directional change, presented to the Global Brand Director, CEO and CFO. Show less

Acton, London, Uk

A brand-new role, reporting to the Group CDO. Led a cultural change programme to develop the business unit as the ‘creative heart’ of Merlin. Direct team of 7, wider global team of 2.• Implemented new operating model with regional teams for production, project delivery and HR, based in Europe, USA, and Asia. Negotiated the contracts and remuneration packages for the production team in Malaysia. • Implemented new communication strategies to reach all MMM employees globally –… Show more A brand-new role, reporting to the Group CDO. Led a cultural change programme to develop the business unit as the ‘creative heart’ of Merlin. Direct team of 7, wider global team of 2.• Implemented new operating model with regional teams for production, project delivery and HR, based in Europe, USA, and Asia. Negotiated the contracts and remuneration packages for the production team in Malaysia. • Implemented new communication strategies to reach all MMM employees globally – including a virtual global meeting format and an in-person conference-style event – to drive engagement and involvement, and gather employee voice.• Improved the employee engagement survey results from 75% (2011) to 83% (2014) through driving ownership of improvement action plans to the operational leads and supporting delivery.• Set up a ‘Best in Class’ global project management development programme through an external accredited provider to standardise delivery approach, documentation, and governance/reporting. Show less

Leatherhead, Surrey. Uk

Reported to the Group HR Director, with a remit to create and introduce the new Merlin values and competency framework – The Merlin Way, and multiple initiatives to support achievement of the 5-year business plan.• Created Group Succession plan in collaboration with external third party to enable business plan focusing on General Management, Engineering and Hotel Development. 24 managers attended the GM development centre, with 40% becoming GMs within 3 years. • Established the… Show more Reported to the Group HR Director, with a remit to create and introduce the new Merlin values and competency framework – The Merlin Way, and multiple initiatives to support achievement of the 5-year business plan.• Created Group Succession plan in collaboration with external third party to enable business plan focusing on General Management, Engineering and Hotel Development. 24 managers attended the GM development centre, with 40% becoming GMs within 3 years. • Established the Merlin Development Path, a combination of development centres and development programmes from junior management to executive level – with c400 delegates attending globally. Increased the number of Senior Leadership roles with a successor from 47% to 73%. • Raised profile of HR through set up of board-level people steering group with CEO and executive team, gaining engagement in succession, and high-level organisation design (city attraction clusters and resort/hotels positioning).• Negotiated senior exits and settlement agreements for numerous Director roles on behalf of the MDs.• Presented the development strategy at the global Merlin Leadership conference. • Broadened the graduate programme from UK-only to a global programme aligned to the pipeline of new attractions. Show less

Remit to forge true business partnership between central HR, functions, and attractions.• Led integration of the HR function and processes between Merlin and the Tussauds Group post acquisition.• Designed and implemented senior leaders’ programme (accredited by Kingston Business School for a Diploma in Management.)• Worked with the CEO and Senior Leadership team to shape and implement the new company values. • Introduced the first Graduate Programme into The… Show more Remit to forge true business partnership between central HR, functions, and attractions.• Led integration of the HR function and processes between Merlin and the Tussauds Group post acquisition.• Designed and implemented senior leaders’ programme (accredited by Kingston Business School for a Diploma in Management.)• Worked with the CEO and Senior Leadership team to shape and implement the new company values. • Introduced the first Graduate Programme into The Tussauds Group, a programme still in existence at Merlin. Show less