- Updated career and grading framework. Included job band mapping, Employee Value Proposition, performance management and the delivery of a technology solution. - Led an organisation-wide diversity and inclusion change programme. Defined the strategy, which included setting diversity targets. Women increased from 39% to 43%. Non-white leaders from 2% to 14%. First non-white leaders joined ExCo and the Board. - Created a strategy to close the pay gaps. Wrote and published our… Show more - Updated career and grading framework. Included job band mapping, Employee Value Proposition, performance management and the delivery of a technology solution. - Led an organisation-wide diversity and inclusion change programme. Defined the strategy, which included setting diversity targets. Women increased from 39% to 43%. Non-white leaders from 2% to 14%. First non-white leaders joined ExCo and the Board. - Created a strategy to close the pay gaps. Wrote and published our Annual Pay Gap Reports. Show less

Led team of seven to create a new Talent Practice along with talent strategy, frameworks and systems. This included demand planning, talent supply, quantification and delivering talent solutions for key people, key roles and key talent segments to deliver on strategic intent.- Redefined the purpose of Talent in the organisation. Ran the organisation’s first process to identify and review talent and introduced a demand-led approach to Talent Management. - Joined up and ran… Show more Led team of seven to create a new Talent Practice along with talent strategy, frameworks and systems. This included demand planning, talent supply, quantification and delivering talent solutions for key people, key roles and key talent segments to deliver on strategic intent.- Redefined the purpose of Talent in the organisation. Ran the organisation’s first process to identify and review talent and introduced a demand-led approach to Talent Management. - Joined up and ran impactful Talent development solutions for graduate, early career, mid-career, female, BAME and executive talent.- Leadership capability raised and non-white graduate hires increased from 5% to 33%.- Shared thought-leadership on work-place identity and engagement at the Stonewall Workplace Conference, 2016. Show less

As an influential internal consultant, my role contributed to Group strategy and transformation and managed deployment across six regions. My remit included 12 Global Functions, Retail and Commercial Banking and Insurance. I delivered through a programme team of 28.- I led the introduction of the first group-wide, global view of talent achieved by implementing standardised talent identification and succession planning. The gains were operational simplification, effectiveness… Show more As an influential internal consultant, my role contributed to Group strategy and transformation and managed deployment across six regions. My remit included 12 Global Functions, Retail and Commercial Banking and Insurance. I delivered through a programme team of 28.- I led the introduction of the first group-wide, global view of talent achieved by implementing standardised talent identification and succession planning. The gains were operational simplification, effectiveness, efficiency, cost, time, quality and strategic relevance. Show less

Speaker at NHS Leadership Transformational ConferenceSpeaker at MOD Leadership Development ConferencePaper published in Educational Gerontology, 36, 1008-1021. Evidences unconscious bias based on age and discusses strategies for tackling generational prejudice.- ​Created movement around strengths based development and realising the potential of Generation Y; engaging the MoD, NHS, Sony, Vodafone, PwC and the National Trust, including guidelines, toolkits and methodologies.… Show more Speaker at NHS Leadership Transformational ConferenceSpeaker at MOD Leadership Development ConferencePaper published in Educational Gerontology, 36, 1008-1021. Evidences unconscious bias based on age and discusses strategies for tackling generational prejudice.- ​Created movement around strengths based development and realising the potential of Generation Y; engaging the MoD, NHS, Sony, Vodafone, PwC and the National Trust, including guidelines, toolkits and methodologies. Advocacy scores were 9.2. Show less

Accountability for Leadership Development programmes. People management responsibility for a team of three. Conference Speaking at the AGR and for The Oxford Group.​-​Graduate programme moved from a £1.2million cost to a generator of revenue in excess of £10million. Attrition from 95% to 5%. Employee engagement - 100%. Cost:income ratio - 1:11. -​Moved diversity from 20% female and 6% BAME to 55% female and 19% BAME.- Won the Guardian AGR Award for Best… Show more Accountability for Leadership Development programmes. People management responsibility for a team of three. Conference Speaking at the AGR and for The Oxford Group.​-​Graduate programme moved from a £1.2million cost to a generator of revenue in excess of £10million. Attrition from 95% to 5%. Employee engagement - 100%. Cost:income ratio - 1:11. -​Moved diversity from 20% female and 6% BAME to 55% female and 19% BAME.- Won the Guardian AGR Award for Best Integrated Leadership Programme. -​Designed and launched Potential and Emerging Leaders Development programme to ensure effective succession planning for senior roles. Net Promoter Scores moved from 60% to 90%.-​Designed the first degree in Retail Banking, embedding hires within our graduate pipeline. 100% retention. Show less

Graduate placements included: people and customer service management in retail branches; HR Business Partnering for call centres and expatriate management at Barclaycard. Early stretch assignments included: -​Rolled out the delivery of the end of year pay round. There was a 14% favourable rise in relation to the question ‘reward is fairly and effectively managed’.-​Addressed the challenge involved with employees being managed on multiple call centre contracts. Negotiated… Show more Graduate placements included: people and customer service management in retail branches; HR Business Partnering for call centres and expatriate management at Barclaycard. Early stretch assignments included: -​Rolled out the delivery of the end of year pay round. There was a 14% favourable rise in relation to the question ‘reward is fairly and effectively managed’.-​Addressed the challenge involved with employees being managed on multiple call centre contracts. Negotiated successfully with the Union and saved £1.5million over 3 years. Show less