An inspirational and charismatic HR Leader and Director with over 20 years proven experience operating at senior levels gained within a variety of areas, including Health, Service, Telecommunications, Waste Management, Defence and Manufacturing. Embodies passion and enthusiasm for excellence through effective engagement of stakeholders, supported by outstanding HR/OD skills, with underpinning expertise in change management, innovation and transformational leadership, employee relations and operational performance. Exceptional strategic thinking, problem solving and analytical skills utilised in formulating strategic HR direction, coupled with the implementation of major business and cultural projects, which have delivered enhanced customer service, increased business revenues, reduced costs, and increased profit whilst effectively managing change and continuously improving operational performance.

A key member of the Board and Executive Team,an influential member of the senior leadership community, leading the creation of an innovative people strategy defined by the values and behaviours of the Trust; so that Calderdale and Huddersfield NHS FoundationTrust can become one of the best places to work in the NHS, with a highly engaged high performing workforce delivering compassionate care to patients.

As an Executive member of the Trust Board, developing, shaping and implementing the strategic direction for the Trust. Taking a key role in the Trust’s tactical and strategic aims, to improve quality and services across the four hospitals within the Trust. Responsible for Health and safety, risk and security management• Key member of the Trust Board achieving the exit from special measures, following Sir Bruce Keogh’s inspection in July 2013.o Improved quality across all domains.o Improved medical and clinical engagement across the Trust.o Improved training and appraisal across the Trusto Delivery of cost improvement programme, including within the HR & OD Directorate.• Successful implementation of national and international recruitment programmes, delivering improvement in nursing and medical numbers.• Delivery of a year on year improvement in sickness rates, specifically in areas for qualified staff.

As a member of the Senior Management Team, developing, shaping and implementing the strategic direction for the organisation. Acting with delegated authority from the Managing Director to lead on the development of HR systems and processes, to maximise contribution and added value of the HR and OD Teams. Ensuring delivery of the workforce strategy, including implementation and delivery of a culture of excellence, embedding a strategy of supporting and engaging staff and staff-side bodies.• Successfully delivered the workforce aspects of LCHS’s application to become a standalone NHS Trust on 1 April 2011.• As part of the Senior Management Team, took a lead role in designing and delivering the leadership development programme, culminating in the focussed delivery of a challenging financial plan creating a surplus of £500k.• Embedded a culture of continuous improvement within HR team, coaching and mentoring the Senior HR Team to deliver a customer centred approach to the service. Achievements include:o Over 50% reduction in recruitment timescale and cost.o c20% reduction in direct HR related costs through effective workforce planning.o Increased financial and commercial understanding of entire HR and OD team.o Delivery of c£500k income from marketing and delivery of training externally.• Improvements in all key measures within staff survey results.• Delivered excellence in staff engagement across the organisation, culminating in stakeholder engagement in workforce planning and continuous improvement and innovation, delivering key efficiencies within all areas of the financial plan

As a member of the Senior Management Team, developing, shaping and implementing the strategic direction for the organisation. Acting with delegated authority from the Managing Director to lead on the development of HR systems and processes, to maximise contribution and added value of the HR and OD Teams. Ensuring delivery of the workforce strategy, including implementation and delivery of a culture of excellence, embedding a strategy of supporting and engaging staff and staff-side bodies.• Successfully delivered the workforce aspects of LCHS’s application to become a standalone NHS Trust on 1 April 2011.• As part of the Senior Management Team, took a lead role in designing and delivering the leadership development programme, culminating in the focussed delivery of a challenging financial plan creating a surplus of £500k.• Embedded a culture of continuous improvement within HR team, coaching and mentoring the Senior HR Team to deliver a customer centred approach to the service. Achievements include:o Over 50% reduction in recruitment timescale and cost.o c20% reduction in direct HR related costs through effective workforce planning.o Increased financial and commercial understanding of entire HR and OD team.o Delivery of c£500k income from marketing and delivery of training externally.• Improvements in all key measures within staff survey results.• Delivered excellence in staff engagement across the organisation, culminating in stakeholder engagement in workforce planning and continuous improvement and innovation, delivering key efficiencies within all areas of the financial plan

Moderation of examination and course content on Post Graduate HR programmes.Moderation of marking of student work, inclduing examination - primarily for Learning, Training and Development and Career Development.

I have set up Minneymoor HR to finally undertake something I have wanted to do for many years. With many years of experience of delivering change programmes and projects, which have included all aspects of performance improvement, I am now positioned to help and assist clients when they are need to change any aspects of their working practice, including people, processes and systems.As Einstein said “We cannot solve our problems with the same thinking we used when we created them”. I have a passionate belief in this and wish to help organisations to optimise through inspirational change.Through delivery of structured programmes, involving all aspects of HR, systems and process change, I position myself to get the best out of clients' resources by truly engaging with their employees, and getting them to implement sustainable and effective change.

Responsibility for ensuring Clients needs are met in line with our underlying values of delivering immediate and sustainable improvements. Responsibility for the quality and consistency of the services to clients, including maintaining the underlying values and belief of the organisation throughout our propositions.

Responsible for developing and implementing a programme to deliver increases in productivity within all areas of the division, whilst enhancing Customer Service, and introducing new managing operating systems and Lean ethos. Responsible for the design, implementation and meeting of all KPIs.• Reduction in operational expenditure by £3.5m (annualised)• Improvements in Productivity by over 50%.• Development of an integrated performance management and measurement framework.• Implementation of major Change Programmes, including downsizing and cultural change • Re-alignment of Business Processes in accordance with changing needs of customer delivery• Delivery of a measurable Service Excellence culture within the organisation – based upon the EFQM Business Excellence model.• Increases in ‘Excellent’ category of Customer Satisfaction scores from 33% to over 50%.

Responsibilities included increasing management awareness of legislature, policy and responsibilities across the Group, including close liaison with Executive SBU teams across the Group. Responsibility for managing the Company’s Tribunal applications and developing the company’s partnerships with the two recognised Trades Unions.• Managing Major Change Programmes across the Group, including reducing the number of ET cases and Compromise deals incurred within the Group.• Mentoring the senior teams and HR team in change and ER issues, resulting in significant reductions in the number of ET claims and Compromise deals incurred.• Strong working relationships with Trades Unions, including strong commercial bias in all consultations.• Introduction of new partner based agreement with the Company’s two recognised Trades Unions, GMB and Connect, including renegotiation and removal of historical collective bargaining units.

Member of the Senior Management Team within the newly created network business; working closely with the Director of Customer Services to enhance the Customer Service ethos across the division. Responsibility for leading and managing the HR team, coupled with implementing change programmes within the division. This included managing redundancy and development programmes, to improve the operational effectiveness of the division.Whilst undertaking this role I was also responsible for the overall Group’s consultation and negotiation with the Trades Unions.• Successful change and redundancy programmes; delivering c£4m of annualised operational savings – resulting in no Employment Tribunal claims.• Expansion of existing two way communication process (FABWay), delivering an increase of over 150% in Employee Satisfaction ratings (measured by external ESat surveys)• Expansion of Training and Development Strategies, resulting in a new centralised training function.

Responsibility for harmonising five differing sets of historical T’s and C’s• Successful implementation of new processes and achievement of ISO 9000.• Implementation of two-way communication process (FABWay), resulting in increases in associated employee satisfaction scores.• Cultural change – measured within a recent Employee Survey showing clear increases in morale and motivation despite redundancies and continuously changing structures.• Successful changes to Terms and Conditions within Estates – i.e. removal of overtime.• Implementation of a Training and Development ethos, with individual Personal Development Plans and departmental Training Plans. • Implementation of a divisional Preferred Supplier List for recruitment, and reduction of the overall recruitment spend by over 60%.• Achievement of ISO standards and of Investors in People awards.