I love what I do, it’s that simple. It’s a privilege to lead internal communications for a business and know that every day I make a difference to the culture, to how employees feel about where they work and perhaps most importantly, to whether they will go the extra mile and drive the company’s success. Communications is the most underrated organisational superpower, and by using a strategic communications approach I help propel organisations to achieve their goals. My particular passion is supporting organisations in complex change, getting to the essence of the challenge and leading employees through it – making the complex simple, and perhaps most importantly, keeping it human. What am I famous for?• being an effective strategist and pacy executor – a unique ability to understand business vision and to shape internal communications and engagement strategy that delivers tangible value to the business. • shaping the company story and joining the dots to embrace both strategy and culture in simple meaningful strategic storytelling. • creating communications cultures that drive openness and transparency and build trust. • being a super-connector - building relationships far and wide into the organization, from C-suite to shop floor – helping me drive change. • navigating multiple interests and finding a solution that works. • creative thinking – comfortable challenging status quo and bringing new perspectives, ideas and approaches. • curious and open. • leading with empathy, humanity and inclusion – being in touch and listening. • building and leading high performing teams.Some achievements: • At Inmarsat (now Viasat), built a strong communications culture from scratch, and with innovative strategic approaches, supported the business through significant changes (M&A, market disruption, pandemic) that drove a step change in engagement scores, and supported improved business results. • At Aldermore, reinvigorated business vision and brand strategy through a ground breaking All Employee Summit giving C-suite leaders a platform to reach and engage employees. Improved business vision understanding. • At the BBC, led divisional approach and execution of the bottom up Making it Happen culture change programme, cited in HBR, as well as supporting my division with the complex transformational change following outcome of the Hutton Enquiry.