Returned to Dechra Pharmaceuticals in October 2020 following a 9 month interim assignment in 19/20 -initially as site HR Manager for their Skipton site and then working on policy development and management training projects for the Group. Now focusing on the expanding Manufacturing and Supply global functions , largely in UK but also in US and EU.

HR MANAGER - Global Tier 1 supplier in automotive parts manufacturing, based Warrington, Cheshire• Reporting to Site Director, responsible for leading and developing the HR team in delivering service to c. 500 staff in a JIT unionised environment. • Stabilised and consolidated HR function following a turbulent launch period, reducing employee turnover by around 50% within Engineers and Manager population. • Successfully addressed individual and collective ER challenges associated with reduction in customer demand.• Advisory and coaching role to international management team around key areas of people strategy.

SENIOR HR BUSINESS PARTNER - Diageo Europe Beer Packaging 2010 – 2016FTSE-100 Global leader in beverage alcohol with more than 200 sites in over 30 countries. Europe Beer packages c.30 million cases of beer (cans, bottles, kegs) each year in multiple pack formats.• Reported direct to HR Director Supply and responsible for the provision of strategic HR input and HR operational support as key member of Leadership Team steering two manufacturing sites, one in NW England and one in Belfast. • Improved OEE (original equipment efficiency) performance levels by utilising production shift performance data to identify shift performance variances and causes of variance; and introducing a capability development plan by shift.• Delivered a more efficient manufacturing operation equipped to weather economic downturn by negotiating a cost neutral 3-year pay deal, withdrawal of staff restaurant subsidy, 20% downsizing and re-shaped Production organisation structure.• Restored a damaged site reputation leading to increased production volumes and capital investment by a concerted strategy to reduce absence and PI claims, address conduct and capability issues, and improve relationship with the Trade Union.• Eliminated likelihood of industrial action through the negotiation of a partnership deal with Trade Union which also gives future predictability around costs, certainty of supply to markets and increased job security for individual employees.

HR CONSULTANT - Eaton HR 2008 – 2011HR and interim HR management consultancy. Projects included:• Diageo - Role based interim business partner assignment • Norfolk County Council - ‘Building Workforce Capability’ - talent management.• Gala Coral Leisure - Supporting major organisational change.• OHML – Preparation/presentation of shortlisted tender for a public sector contract. • AVIVA - Project based interim role working within the RAC business unit.• Gala Coral Leisure – HAYJob Evaluation project.

HR DIRECTOR – Merseyrail 2006 – 2008Successful train operating company employing 1200 staff, running 800 trains per day with average weekday passenger numbers of c.100,000• Reported direct to the MD, and responsible for managing leading and developing the HR function (24 FTE) including Training, Payroll, Occupational Health.• Saved £0.5m per annum in payroll costs by reducing absenteeism from 7% to 5% by introducing weekly reporting and case reviews, engaging all the key stakeholders including Trades Unions, and coaching line managers in policy management.• Secured confidence of shareholders by negotiating pay deal within challenging budgeted limit whilst avoiding adverse Employee Relations impact, confounding expectations around Trade Union reaction.• Created a more efficient and cost-effective HR function by the introduction of an integrated process model, which linked and aligned core activities, bringing clarity and consistency to the cycle of HR activities.• Protected against financial penalties, adverse publicity and reputational impact by and steering a sensitive Disability Discrimination case through to successful outcome at Employment Tribunal whilst managing stakeholder expectations.

HR MANAGER, RESIDENTIAL ENERGY - Centrica Plc 2006FTSE-100 Energy company. British Gas division supplies energy to over 11m UK homes.• Six-month interim assignment reporting to the Head of Human Resources – providing leadership and addressing major challenges in the National Fieldsales area of British Gas, a pivotal revenue generating division of Centrica.

UK PROJECT MANAGER, HR TRANSFORMATION - AB Volvo 2004 – 2005Volvo Group is one of world’s leading manufacturers of heavy commercial vehicles and diesel engines employing around 75000 people worldwide with net sales of circa £13 bn. p.a.• Reported direct to the Global Project Manager, HR Transformation and responsible for preparing UK group companies for transition to a new global HR model.

HR MANAGER BENELUK, Volvo Cars 2000 – 2004BenelUK (Belgium, Netherlands, UK) was Volvo Car’s most profitable region with an annual turnover of c.£1.4bn.• Reported direct to the Regional President and responsible for HR within the Region through units located in the three countries, and representing the Region in Global HR forum.

HR MANAGER, UK & IRELAND, Volvo Cars 1997 – 2000Volvo Car UK employed 300 staff with a turnover of c.£750m, selling 40 000 cars p.a. through its dealer network. Volvo Cars was sold by AB Volvo in 1999 to Ford Motor Co.• Reported direct to the UK Board and responsible for the delivery of full HR service through Marlow based team, and management of Office Services function.

• HR & Training Manager (Operations) 1994 – 1995• HR Manager (North) 1993 – 1994• HR Adviser Information Technology, 1991 – 1993• HR Policy Development Co-ordinator, 1989 – 1991