Innovate UK, part of the UK Research and Innovation, is the UK's innovation agency. Our mission is to help companies grow through their development and commercialisation of new products, processes and services, supported by an innovation ecosystem that is agile and inclusive.Critical to our success are our Assessors. These are industry experts, business leaders and academics. My role plays a pivotal role in making sure their skills are maximised, they are onboarded and they remain engaged throughout the competition process.

• Product lead for the annual RWE Employee Survey; collaborating in a cross-Group RWE OpCo project team. Responsibility to plan, analysis, design and implement the survey for all c.20,000 employees delivered on time and on budget.• Delivered all reporting and Board presentations and follow up workshops for all teams achieving an engagement index of <60%.• As product owner led the design of a succession planning process for all 110 senior leaders • As product owner led the design of an Executive Leadership programme for all new and existing senior leaders; Sourced a series of external thought leaders on topics such as Business transformation, Sustainability, and Inclusion.• Product owner for ‘Leavers’ responsible for reporting to the Board on a quarterly basis.• Designed our ‘New Leader’ programme board -2 leaders.• Product owner for mentoring and coaching.• Growing our development offerings in APAC including an APAC Graduate Programme (Korea, Japan, Taiwan)

• Designed, developed and implemented in Offshore Operations a Global skills management approach using SuccessFactors.• Designed and implemented an APAC early talent program based on the UK Apprenticeship template.• Designed, developed and implemented a Global talent management approach.• Active contributor to developing a Global learning e-portfolio.• Maintaining the Global coaching and mentoring pool.• Supported the selection, onboarding, and development of 16 Operations Apprentices in North Wales and Northern England.

• Developed a Management Development Apprenticeship programme maximising our levy contributions.• On-boarding and supporting Renewables and Enabling functions with our new talent identification approach.• Act as coaching/mentor partner for Renewables.• Active participant in the continuous improvement of performance, talent, and development.• Acted as a pioneer bringing agile/SCRUM methodology to People Development and scale this up into wider HR.• Built a series of corporate partnerships and internal networks for our aspiring, developing and chartered engineers.• Developed a series of talent engagement activities for young, future, expert, and executive talents.• Developed a digital learning journey prepare for Industry 4.0. Topics included digital transformation, Google sprints, digital marketing, and design thinking.

Key achievements: • On-boarding and supporting three enabling functions with the new talent and succession and 360 approaches• Product owner for a digital ‘leadership Journey’ (using the SCRUM methodology and JIRA project/sprint tool)• Facilitated a three Leadership Transformation workshops for c.66 Leaders• Contributed to continuous development of performance, talent and development topics by being an active contributor on monthly/quarterly exchanges/forums• Completed a digital learning journey to help prepare for Industry 4.0. Topics included digital transformation, Google sprints, digital marketing and design thinking

• Lead designer with external partner to develop and deliver a three module performance management workshop for all RWE Executives c.1500 across eight countries• Co-created a Leadership DNA with our New Ways of Working (NWOW) function which identified and defined 11 leadership behaviours• Post innogy IPO and Top 30 boot camp co-created the innogy ‘Big 5’ leadership capabilities with NWOW and the innogy Top30 with Group CEO as sponsor• Designed and facilitated three, three day experience workshops to enable leaders and those in multiplier roles to better understand the Big 5 and start the change journey for themselves• As an expert in coaching practice I was a core contributor in to the redesign, development and implementation of a Group wide approach to coaching.

A strategic role responsible for delivering the people development strategy in Essent with a focus on Leadership.

• Developed and presented the People Development Strategy to the UK board which was implemented in 2015.• Led a cultural change to a continuous learning culture and learner led approach (70:20:10).• Designed, developed and implemented two large management development programmes with our external partners which included management fundamentals and managers managing managers.• Project managed a service solution and learning portal for all learning initiatives.• Coached managers and developed an internal coaching approach.• Budget responsibility £800K.

Reporting to the Head of Talent Management and member of HR Leadership Team. Led a team of four Talent specialists and won the utility awards for staff development. Leader for early careers, succession planning (248 key positions), performance management, employee engagement and management and leadership development for c.4500+ employees. Keynote speaker at the People Development Summit in Brussels ‘Really Changing your People’ in 2012.

reporting to the Group Head of Leadership Effectiveness and Succession; Global role managing five geographically disperse employees across UK, India, Singapore, and UAE; Supported the CEO succession planning process for all 63 CEO roles and 315 successors; Provided robust data analysis and board reports on a quarterly basis; Owner of the global coaching approach; Program managed the roll out of Gallup StrengthsFinder; Budget responsibility of US$4.3m

• Completed a redesign of the Country Induction Program including designing supporting e-learning modules• Program managed all the regions L&D activities• Direct line management for team Administrator

Reporting to the Head HR; Greenfield role leading the Learning and Talent agenda for 350 UK Corporate and Operational employees on the run up to and directly after the opening of Terminal 5.

Reporting to the Head of Learning and Development with responsibility for all L&D processes and day to day management of the Learning curriculum for 1700 UK based employees and managing one L&D administrator.