A member of the Society’s executive leadership team collaborating with other Chief Officers to execute the Society’s medium term plan. Responsible for the oversight of the Society’s day to day savings and lending operations in accordance with FCA and PRA regulations. SMF24 holder with responsibility for:- Operational resilience- business continuity - Mortgage advice- Residential lending - Human Resources - Society secretariat - Operational risk - arrears and collections - remuneration schemes - Outsourcing and third party risk management- Training & Competence Scheme owner Experienced in:- consumer duty- vulnerability- board governance and board effectiveness Held the position of Society secretary until July 2024

Responsible for the creation and execution of the Society’s people and culture strategy as a key enabler of organisational high performance.

Experienced Executive HR Leader responsible for all aspects of People, Culture and Values across the Society. Appointed to the role of Company Secretary in 2019 is responsible for all aspects of corporate governance for the Society, including responsibility for SMCR requirements. A member of the Society's Executive Leadership Team.

Responsible for the delivery of all aspects of Human Resources to the Mitchell Farrar Group.- to manage the recruitment process, ensuring roles are filled within SLA and that cost-effective resourcing solutions are utilised; managing relationships with key suppliers and partners delivering volume and bespoke roles as required to support business growth.- responsible for the review, implementation and on-going effectiveness of all people policies, ensuring that solutions deliver tangible business benefits and meet legislative requirements.- Lead the HR and Training function; developing business partner relationships to ensure the function adds value to the organisation;- Management of business reorganisation including redeployment, reorganisation and redundancy exercises as appropriate; experienced in TUPE transfers- Establish a culture of performance management, where individuals and teams have clear objectives, regular feedback and development opportunities.- Ensure that the Company meets regulatory requirements [FCA and CMR] including employment due diligence and on going training and competence requirements.- Implementation of pension auto-enrolment for 8 companies- Manage complex employee relations scenarios, providing support and guidance to Line Managers and the HR Team to develop Managers capability and to ensure complex cases are managed effectively and minimising risk to the business- Indirect responsibility for payroll, ensuring payroll procedures are effective and lean- Take ownership of people strand activity within business projects, supporting and facilitating business change- Organisational design; establishment of organisational structures including role profiles, organisational structures, pay progression and competence frameworks.

Responsible for all aspects of HR Management including complex employee relations, performance and reward, employee engagement, resourcing and talent planning. Projects include redundancy, TUPE and HR policy and process re-design and implementation.

During this period I took a career break after the birth of my daughter. Between September 2010 and December 2012 I worked part time for the University of Essex online as an Associate Tutor and module author on Business Studies Degree programmes (level 5 and level 7 programmes); teaching and assessing HRM and Strategic HRM principles and practices.

The primary focus of the role was to work as the HR Lead within the operational management team to deliver the HR and Operational Business Strategies for a specific geographical site.

During this period I took a career break after the birth of my son. Between May 2006 and December 2007 I worked part time for Kaplan Business School as an Associate Tutor. I delivered the CIPD Certificate in Personnel Practice and the Certificate in Training Practice at Manchester, Leeds and Liverpool Business Schools.

Responsible for the Learning & Development (L&D) function for a Financial Services Credit Operation in a retail contact centre environment.Created and managed a business change / readiness plan supporting a multi-site Business Optimisation Programme.

•Responsible for the identification, delivery and evaluation of the L&D needs of all staff to Senior Management level. This included programmes for Coaching, Absence Management, Performance Management and Discipline & Grievance.

Worked in partnership with Andersen Consulting, as part of a £50 million Head Office change project integrating two disparate businesses, as part of the Business Change team.

•HR Advisor in a Staff Control Point within a Telephone Banking Call Centre responsible for 500 staff providing a generalist employee relations service