Specialties: HR capability - organisational capability, organisational effectiveness, talent management, leadership development and assessment, organisational development and design, learning & development, change management, strategy development and deployment, performance management, employer brand, employee engagement, organisational diagnosis and consultancy, team effectiveness, process re-engineering, project management, coaching

• Client Director – building relationships with high value clients particularly in the Middle East • Rebuilding the Business Development team to drive increased contribution• Rebuilding the Operations Team to provide customer focused solutions• Leading a review of the Open Programme Portfolio

This role includes business development, sourcing appropriate interventions and programmes and tutoring

worked with BP Group Leadership Team on their approach to high potential development

Lloyds Banking Group was created from the merger of HBOS and Lloyds tsb - the largest integration in Europe. My role was to build the organisational culture to ensure business success.• Created and led a cultural transformation programme which supports business goals • Worked closely with Executive Development Team to embed values work with leaders• Developed a methodology to define target culture and signature actions to progress growth.• Reviewed and implemented a new engagement strategy and practice which supports the HR and business strategy.• Business impact – on target for £2bn savings, share price +60%, record high on engagement scores – up to 80 and complaints down by 45%

dunnhumby puts genius into making sure clients get to know and treat their essential customers better than anyone else by finding clues and patterns as to what customers are buying and why. dunnhumby works with a prestigious list of companies, including Tesco, Procter & Gamble, Coca-Cola, Pepsi and Nestlé employing more than 1200 people in Europe, Asia and the Americas. I manage a team of 8 across the globeAchievements:-Integration of talent, resourcing and recruitment streams e.g. creation of a talent pool of client solution leads – ensuring we have a winning team availableIntroduction of a global career management programme – benefits include greater career developmentOD work to improve the working relationship between Core Delivery and the Markets resulting in better delivery to the customerDesign and delivery of a global leadership programme – building global capabilityDesign and delivery of a global technical curriculum – savings in excess of £1 million

FS is the Services Division of Fujitsu who are ranked 3 in the world in ITFS employs 20,000 people, operates in 20 countries in Europe, Middle East and Africa and has an order book value of £6.5 billion. I had a team of 45 with 6 direct reports all of whom are Managing Consultants. In this role I reported to the Group HR Director.My key responsibility was to grow the people and organisational capability across Europe & Africa Achievements: -Creation of behavioural and technical competency frameworks which underpins all HR activityCreation of a “shared service” for all training and development activity leading to level 3 evaluations, 16% reduction in like for like training and elimination of weak providersDevelopment and creation of talent management templates across the companyImplementation of a Talent Management Review process for FS Extension of graduate programme to become internationalCreation of innovative web-enabled development solutions e.g. Career Mapping ToolCreation of a new organisation structure – Solutions Group which has led to an improvement in our win rateCreation and implementation of Professional Academies for Professional CommunitiesIncluding the creation of an award winning Account Management Academy which in turn led to 10% Sales improvement & 60% recruitment reduction Taking FS from almost losing IiP to be awarded Champion Status (with beneficial impact on key customer base)

Sales for 2003 were £6 billion. I had a team of 6 direct reports all of whom were Professional ConsultantsResponsibilities were to work with the Directors on their development, develop a cadre of International Senior Management, recognition and development of high potentials and implement Group Employee Relations Strategy. In this role I reported to the Group HR Director. Achievements: -Creating the International Management Development Strategy for DIY Kingfisher – this included an international succession process, development of top 200 via Insead and Executive Coaching and matching the need for new types of retail managementCulture change programmes to assist Kingfisher as it demergedDesign and delivery of new global Corporate Management Development Review ProcessCreation & implementation of the Kingfisher European Works Council Creation & implementation of a new “fast track” scheme for demerged KingfisherDesign of strategic framework for off the job developmentRunning an international graduate schemeDesigning & running senior Leadership Programmes1997 - 99 Personnel Controller, Entertainment UK LTD, KingfisherEUK was a wholly owned subsidiary of Kingfisher and serviced the main retailers (e.g. Tesco) with entertainment products. It had a Sales turnover of £600 million and employed 2,000 people at peak Responsible for all aspects of operational Personnel including Health & Safety. Key achievements: - Design and delivery of reward and recognition strategy Acquisition and integration of other companiesBuilding a team to support aggressive growth plansAttaining lowest attrition rates within Kingfisher

1997-2003 Kingfisher Head of Management Development & Employee RelationsKingfisher in a variety of forms operated in UK, France, Poland, Italy, China and Taiwan. In this role I reported to the Group HR Director. • Created the International Management Development Strategy for DIY Kingfisher – this included an international succession process, development of top 200 via Insead and Executive Coaching and matching the need for new types of retail management• Culture change programmes to assist Kingfisher as it demerged• Design and delivery of new global Corporate Management Development Review Process• Creation & implementation of the Kingfisher European Works Council• Creation & implementation of a new “fast track” scheme for demerged Kingfisher• Design of strategic framework for off the job development• Running an international graduate scheme• Designing & running senior Leadership Programmes• Design and delivery of reward and recognition strategy • Acquisition and integration of other companies• Building a team to support aggressive growth plans• Attaining lowest attrition rates within Kingfisher

Organisational reviews. Implementation of radical restructure on the basis of a £53 million revamp. Led the development agenda for Guinness and managed a significant change programme.

1980-1991 ShellVarious roles for Shell UK and Shell UK Oil• Creation of a KPI framework for Board analysis (hard & soft data).• Set-up an action-learning programme for Shell U.K's Personnel Department • Played a key role in helping the department change into a • Became top fee earner for the department.• Ran all core management programmes.• Co-ordinated personnel aspects of a major rationalisation,• Advised Mngt Team on manpower reductions, enforced redundancy and shift change systems• Negotiator involved in solving strikes (5 strikes)• Together with IT, I developed a local manpower control system linked to a live payroll system