✔ Curates and steers constant evolution to create an ‘Employer Choice’ brand and culture for approx. 2500 UK employee as Head of People, working with Directors, Senior Management Team, and Executives on the strategic vision for people ✔ Influences as a member of the Pension Governance Committee and successfully introduced the Financial Wellbeing Strategy and Reward Strategy that improved investment in people and returning value in performance and retention ✔ Project manages transformational change, including the implementation of a new HR, T&A and Payroll system✔ Strategizes, advises, and guides on organisational design in the UK, with a focus on ‘club structure’ that ensures business commercial vision is achieved while premium services are delivered ✔ Owns the Recruitment & Section Strategy for the UK, resulting in key changes to the recruitment website and onboarding programme ✔ Transitions and addresses strategic and operational change priorities, including the pivot of the Performance Review Cycle to an online system, key for addressing new agile ways of working in a post-covid world ✔ Drives internal culture, diversity and inclusion and communications, including via the introduction of the Our People App that centralises internal communications and creates transparency between teams, channels, and reports ✔ Successfully drives new system integration, including the Rewards & Recognition system that offers peer-to-peer recognition that ensures talent is recognised equally and at an early stage in the business✔ Owns all facets of M&A workflow, HRMC Know Your Customer, NMW Investigations, Employee Relations, and Risk Reduction

✔ Pivoted into the HR Project Manager role to provide leadership for the integration of the Learning Management System (LMS) and integration with Workday ✔ Worked on the proposal for new rostering, time tracking, absence, and workforce planning modules, and compiled a business case to design and introduce a new Talent Management module into Workday ✔ Influenced the Inclusion Strategy for HCA that leveraged new digitalised options for equal access to HR support

✔ Influenced as a member of the Hospital Executive Team defining the people aspects of group, operational, finance and business strategy, including as an executive leader of The Harley Street Clinic, HCA Laboratories & Leaders in Oncology Care✔ Served as the Group Workday HCM Lead through the implementation of the system across group locations, managing key stakeholders and the complex link to Payroll – designed key processes that facilitated seamless change and digitalisation✔ Executed a review of all HR processes to ensure that HR aligned to Payroll’s best practices, which was key to meeting RTI deadlines and compliance – steered as a lead on HCAI Policy Review Group on core HR policy and process changes ✔ Tendered a new Employee Survey supplier, and proposed a winning 3-year plan to scale-up engagement across HCA ✔ Successfully reduced the reliance on recruitment agency spend by 29.71% through improvement in talent acquisition✔ Chaired and inspired the Employee Engagement Committee to achieve a 6% increase in engagement, which had key improvements (5% reduction) on absence management ✔ Partnered with the Reward Team to embed a new ‘job levelling’ initiative across facilities, and led on group wide projects from the review of performance processes to proposing gaps, benchmarks, and salary changes ✔ Innovated a new HR Management Training package selected for group-wide rollout as the best practice option ✔ Advised the Hospital Executive Team and HoDs on HR strategy, people change, culture and investment ✔ Engaged the CFO and HoDs to monitor payroll and staffing costs to maximise ROI from people investment ✔ Owned employee relations, Exec-level people projects, regulatory and legislative requirements

✔ Acted as both a HR Business Partner and HR Generalist to the provision of people services for 1200+ employees✔ Executed a challenging redundancy and restructuring programme, including individual/collective consultation process that resulted in a 1/3 reduction in workforce headcount✔ Hosted pay negotiations, T&C changes and ER cases between AML and Trade Unions, with many successful outcomes✔ Spearheaded the research, analysis, selection, and implementation of a new outsourced payroll provider for AML✔ Oversaw the success of the Graduate Recruitment Programme as an Assessor & Facilitator with ownership of selection ✔ Project managed and executed a series of HR projects, inc. the introduction of a new Performance Assessment System ✔ Addressed challenges in ED&I and promoted cultural change to create an inclusive, employee preferred business setting✔ Successfully identified employee potential, created talent tools, and adapted training plans to align with the succession model✔ Co-implemented a new talent planning model that improved the clarity around career pathways internally ✔ Optimised compensation packages, led benchmarking of salary grades and addressed non-unity across the business ✔ Generated the HR Board report inclusive of HR metrics, recommendations, and departmental scorecards

Provided a comprehensive operational day-to-day Human Resource Service, covering a full range of Human Resource related issues.

This role was focused on providing an operational HR Service with a focus on the assimilation of staff onto Agenda for Change terms and conditions. I was also responsible for providing advice on general HR issues.

Agenda for Change is a national job evaluation scheme that has been implemented throughout the NHS. I was lead responsible, together with the Chief Executive for the strategic implementation of the project from initiation to assimilation within very tight national targets.

Following the disbanding of the HR shared service this position worked with an external HR Consultant to lead on creating a HR service for Wednesbury & West Bromwich PCT.