I'm a portfolio People Director working with People Puzzles. Our purpose is to help business owners achieve their goals by developing people strategies to help them transform and grow. I have a strong belief in that if you can get the best out of your team, your business will be more profitable and successful as a result.As a People Puzzles People Director, we oversee all people-based activity within your organisation: both strategic and tactical, to help enable your businesses to deliver its vision and business plan. Most mid-tier businesses don’t want, don’t need or can’t justify the expense of a full time People Director. Motivating and managing people often slides down the priority list. However, no business can get ahead without effective, motivated and well-trained staff. We work flexibly as part of your team to find straightforward solutions to your people puzzles, for a fraction of the cost of a full-timer.We work with over 100 SME’s on a recurring basis, usually weekly, providing them with strategic and commercial People Directors.In 2018 nearly 60% of our business came from referrals.I'm passionate about the companies I have worked with and most enjoy working as a partner to the board, helping shape the future business and developing people plans to reflect this. I am a natural leader with an inclusive style and enjoy developing teams.

Supporting SMEs in driving performance through people, HR and strategic consultancy services with a broad client portfolio including the technology, real estate and business consulting sectors. Global Technology Plc:o Led on global HR projects to create a one culture.o Investigated HRIS systems to improve user experience as well as addressing the need for a global system. Conducted analysis and due diligence and presented findings to Chief of People.o Took responsibility for the drafting of a wellbeing strategy for the organisation as well as sourcing potential suppliers for global EAP and wellbeing app. Looked at how launch could work as well as drafting a calendar of activity for the year. • Technology Centre:o Advised on HR strategy for this 100-employee business with £15m turnover. o Addressed gaps to establish effective governance, including establishing monthly MI, account reviews and working with the senior team to re-define mission, values and strategy. o Led board-level recruitment and introduced talent into the organisation.o Provided coaching to the owner/manager to support a shifting focus from day-to-day operational concerns to overall business development. o Spearheaded restructuring and overcame relationship issues within the senior management team to establish an effective and collaborative unit. o Currently providing crisis management supporting during the Coronavirus pandemic. • London Real Estate Agent:o Supported this owner-managed business in professionalising their processes and procedures. • Workplace Solutions Companyo Currently providing strategic support to this small company on managing the impact of the Coronavirus crisis.

Cerdan Howard Homes Ltd is a property development business. We look for houses requiring total refurb and then add them to our portfolio of rentals after work is completed.

I joined the Federation of Northern Schools as a governor, working alongside others, to share our experiences and look to support and add value to the schools.

Spearheaded UK HR, payroll and training activity, covering 1100 staff across 3 sites and £50m payroll pa. Provided board-level coaching and advised and managed succession planning, closure of a pension scheme and union relationships. Managed training including development of a leadership programme and headed up the training school for ~40 apprentice technicians. • Delivered c. £3m cost savings through restructuring. o Managed the exit of senior managers as part of a re-structure and led internal promotions to fill new roles in a new structure. Also managed internal recruitment for a finance director role, developing internal talent. o Reviewed indirect headcount as part of the same project, resulting in the management of circa 150 redundancies, all of which were voluntary.o Restructured HR team, re-defining roles as well as reducing headcount from 19 to 8 whilst maintaining delivery. • Realised £200k YoY hiring cost savings through implementation of a direct sourcing strategy. • Reduced HR & Training budget by £0.9m pa without performance impact.

Brought on board to lead a major transformation project to reduce costs whilst driving performance within this mutual fund with 5600 staff across 17 sites.• Addressed cultural issues that had emerged during a period of rapid growth.• Delivered £300k savings through a re-structure at senior management level.• Reviewed management structure, identifying inefficiencies resulting from one-on-one reporting lines. Collaborated with the board to determine optimal structure of 6 direct reports to 1 manager, enabling headcount reduction of 5 managers. • Assisted new marketing director in developing a fit-for-purpose marketing team structure. Also implemented an innovative commission scheme to ensure compliance with FCA regulation.