Jake Freeman Email & Phone Number

Selkirk, Gb

Ashford, Kent, Gb

Ashford, Kent, Gb

Leading a regional team of eleven, in a region stretching from Yorkshire to Cornwall. Partnering the Regional Operations Director, Regional Sales Director and Supply Chain Director for approximately 1800 employees with an 80/20 split between permanent and agency colleagues. With responsibility to create and drive forward a people agenda for both Supply Chain and Sales functions.

Ashford, Kent, Gb

Brakes Group (part of the SYSCO Corporation) is a leading foodservice provider in Europe by revenues, supplying an extensive range of fresh, refrigerated and frozen food products, as well as non-food products and supplies, to more than 50,000 foodservice customers. It is the UK's leading food service solutions company with a £3bn turnover, more than 50,000 products and more than 4,000 own-brand products. The innovative own-brand portfolio is valued by customers, having been developed over more than 60 years to assist professional caterers in producing high-quality meals. All products are delivered through Brakes Group's industry-leading distribution networks. Our 10,000 colleagues across our group are passionate about helping businesses who serve food to thrive. This role was a return to my substantive post with a shift in business area, supporting the UK Customer Organisation Leadership Team and the five contact centres during a time of modernisation, service virtulisation and UK alignment in renumeration. Responsible for the creation and implementation of the strategic people plan in line with Business and Corporate HR strategies and change projects. Enabling proactive customer lifecycle management, incremental sales and impactful customer service from within the contact centre. Introducing a continuous performance and communication framework removing the requirement to have annual appraisals with a broad scorecard driving customer centric behaviours with a direct link to bonus payments.

Dublin, Dublin, Ie

Pallas Foods (part of the SYSCO Corporation) is the leading foodservice provider on the Island of Ireland. This role was a maternity cover secondment during the period that the business integrated with Brakes Ireland. Being part of a newly combined Executive Team, reviewing and contrasting the separate cultures and operational ways of working to create, engage and embed one single blended organization.• Employee cultural capture process across both businesses to assist in the creation of one shared purpose, vision and values with an integrated communication strategy and narrative. • Moving the Exec team to work as one, identifying synergies and opportunities, mapping roles and responsibilities and creating an organisation structure fit for purpose. Minimising external stakeholder impact during customer transitioning whilst engaging on an improved proposition to drive market share.• Managed the alignment of terms and conditions following the TUPE transfer of ROI Brakes employees alongside the creation of a longer term strategy for Northern Ireland Brakes employees.• Creation of a communication strategy with structured communication channels to ensure colleague engagement and advocates of the evolving business. Formulating functional and national employee communication forums and an influential Leadership working group.• Creation of People Management Development strategy, leveraging European resources to reduce duplication and costs whilst delivering successful, impactful and consistent programmes.• Negotiating, facilitating and managing a GMB single site enforced recognition request (68% membership) in to a voluntary recognition agreement. • Implementing a step change corporate management bonus scheme that linked directly to company performance whilst ensuring longer terms strategies remain a focus. As well as introducing annual salary review processes to reduce cultural ad hoc salary requests.

Ashford, Kent, Gb

Partnering the Operations and Supply Chain Director, I was responsible for providing leadership on the people (circa 4,500) aspects of the Operations and Supply Chain business plans identifying business led HR solutions that deliver commercial performance whilst the permanent incumbant was resourced.

Ashford, Kent, Gb

HR Business Partner to Regional Operations Director and Senior Teams supporting logistics and distribution depots in the Scottish and North East Region. Responsible for the creation and implementation of strategic people plan in line with National and Regional Operational and Corporate HR strategies and change projects. • Management of a newly recognised Union relationship. Preparation and participation in the first annual JNC pay negotiations achieving a company offer that was recommended to Union members. Whilst assisting in operational contingency plans in case of industrial action.• Providing insights, strategy and solutions to supporting regional and local engagement plans. Achieving positive movement in all fourteen employee engagement survey categories, with six areas progressing significantly to a regional 88% completion rate. • Designed, managed and rolled out the communication tools for a newly formed Supply Chain UK wide site incentive bonus scheme linked to depot performance and service levels. Ensuring colleagues understood and were engaged to drive required behaviours to meet operational targets.• Designed a simplistic colleague appraisal tool and associated training to support the introduction of annual individual performance reviews across the whole of Supply Chain UK. Linked to Key KPIs, the site bonus scheme and company values.• Project managed the front end HR and Resource processes across all UK regions to ensure a new £40m NSV contract (CDG) could be implemented swiftly and in line with budgets until embedded as business as usual.• On the departure of two key managers, created and led a cross functional team within a five week timeframe, ensuring the intake of six Supply Chain Graduates to a newly created UK wide programme had pre-commencement touchpoints, a fulfilling induction with engaged placement sponsors.

London, Greater London, Gb

Leadership for the HR function within the region, working in partnership with the Regional Director and the senior management team to ensure the financial and operational performance of the Region was maximised. North Region: 2,700 permanent employees and 1,500 temporary workers (not including agency workers).• TUPE: Project Managed numerous transfers as a transferee and a transferor. e.g. 550 catering employees across 66 hospitals with 110 redundancies within budget and timescale• Employee Relations Management: Surpassing operational SLAs by leading and managing a HR team of nine covering all aspect of employee lifecycle• Engagement: Championed employee survey lifecycle, communication and action planning process to ensure this was integrated in to operational strategy and planning. Contributing to regional engagement scores increasing by 7%, 42 out of 45 questions above the national BMI Healthcare mean• Talent & Succession Management: Introduced overarching performance and talent review process, linking talent to future operational strategies• Recruitment & Retention: Formulated and executed a UK and European recruitment, attraction & retention strategy. Driving down agency costs, strengthening external brand and career awareness within a competitive labour market• Training & Development: Designed and delivered a suite of Soft Skills People Management training, rolled out Diversity & Inclusion people management sessions and strategy, Employment Law briefings, as well as bespoke sessions. Moved mandatory training regional compliance from 40% to 85% within 12 months• Change Management: Implemented weekend hospital closure and annualised hour contracts to reduce variable overheads, minimise revenue risk and ensured consultant and employee engagement. Realised a cost saving of £750k through benchmarking exercise utilising operational metrics to drive and share operational best practice across the business, whilst delivering the same quality of care

London, Greater London, Gb

London, Gb

Business Improvement drove a change management programme of on-going performance improvements to enable the department to fulfil its aspiration for excellent service delivery and a right first time performance standard. • Created and established a front office Customer Service Team. Redefining and integrating new operating procedures and systems across Diageo Financial Services; Payroll, Pensions and Shares. Simplifying and enhancing the customer journey and information transactions.• System Implementation: Selected to manage the UK Payroll Team during a system transition programme for a payroll of 7,000 employees and 27,000 UK and overseas pensioners, project timescales met.• Collaborated with Reward, HR Service Centre and operational areas to raise awareness and understanding of Financial Services, and made recommendations and improvements in the inclusion of Employees in their education of available Benefits packages. • Created feedback mechanisms to capture, analyse and report key performance metrics including external bench-marking exercises.

London, Gb

Responsible for leading and implementing the HR related people processes for the UK and Irish Financial Services and Facilities Operations to enable great individual and business performance.• Facilitated talent management annual process to ensure that performance management and leadership development plans were in place, actioned and managed through to fruition.• Coached, developed and proposed improvements on policies, programmes, and procedures to ensure consistency across the business and improve the effectiveness of Human Resources.• Optimised employee engagement through coaching and guidance for Leadership Teams, People Managers and the wider population on all business matters including; ensuring a fluid and effective reward cycle, appraisal processes are used as a valuable asset, guidance during restructures, facilitation of the analysis of employee survey results and the creation of associated action plans. • Liaised and leveraged other areas of HR and the business to ensure the efficient and effective execution of internal and external resourcing, management of ER issues, participation on the job evaluation panel.

London, Gb

Worked in a Central Services function within a complex matrix environment and diverse client population in Global Functions, Supply and Packaging sites.• Produced an integrated project plan with clear milestones, risk and impact ratings to assess effective allocation of resources in line with the annual plan. Liaising with Business Partners, the wider HR population and operations to conduct a post implementation review. • Tracked and managed financial performance against budget.• Project management of the employee ‘values’ survey throughout the surveys life cycle, including communication management of results, business plans and associated outcomes.• Diageo HR annual award for ‘Brilliant Execution’ through successful management of a project to review complex flexible resource issue, up to 750 people, linked to fluctuating production demands across three bottling plants.

Whiteley, England, Gb

Advised, guided and coached Managers across 75 sites, from Inverness to Cambridge. • Sourced and implemented a 60% reduction in basic operational recruitment costs.• Managed the TUPE transfer out of over 40 sites and associated employees to Sodexo, Compass and independent retailers.• Management liaison with trade union representatives within a partnership agreement (AMICUS) including pay negotiations, healthcare specialists (BUPA) and payroll contractor (Capita); reduced overpayments by 70%. • Reduced short-term absenteeism from 7% to 4.5% by introducing return to work meetings, establishing trigger points, developing and delivering management workshops.• Reviewed and updated Employee Handbook and associated policies.

Orlando, Fl, Us

Played an autonomous pivotal role between the Distribution Management team and the Corporate HR team. Developed, led and motivated the Payroll Administrator, the Training and Health and Safety Officer and two Receptionists.

London, Gb

In a rapidly expanding Certification business quickly gained experience within recruitment, training and management reporting.

Mcipd

Hnd Business & Finance