Executive coach developing clients to unlock the potential for their inner self. Private practice that is developing via word of mouth with both personal and corporate clients. See the website for further details.www.Theblackpolarbear.com

https://www.stgeorgeshouse.org/society-leadership-fellows/

Responsible for the Global People and Culture agenda at Wavemaker, the worlds 5th largest media agency and part of WPP - the world's largest Advertising and Communication company. Revenue of c1.1bn USD, 7000 employees in 90 markets. Led the people stream to create Wavemaker from merging two Maxus and MEC. Developed the Employee Value Proposition, Global DE&I agenda and supported the rebrand in Feb 2020.

Part of the Market Development Team supporting our global hub and emerging markets.

Government owned Private Equity Company with c3.5b Asset under Management. Rapid growth akin to a start-up from 80-200 FTE. Led a team of 8 HR professionals reporting to COO and latterly CFO.Responsible for full HR service and involved in developing a new Employee Value Proposition to increase retention and support future growth plan as part of the CDC 5 year strategy. This included work in developing CDC values and implementation, review of the remuneration framework and offering with REMCo, Development of Talent Management and Development strategy, Wellbeing and leading the recruitment for rapid growth of 80 to c200 FTE.

- Delivered a consulting project helping a client with mapping exercise pre-launch- Developing a social enterprise proposition to support families coping with the loss of a parent (Lean on Me Foundation)- Developing a business plan for a coaching business with current coaching clients

Reporting to HRD Barclaycard, HRD Barclays Operations and Technology and Chief Operations Officer, providing HR service to a client group of c5500 FTE. Managing a team of 19 and part of the HR Executive Committee Barclaycard, O&T Executive Committee and Group O&T HR.Responsible for co leading a Target Operating Model to develop a more customer-centric organisation via the development of Data and Digital agenda e.g. launch of Digital Market Place, Near Field Communication (NFC) products as well as increase overall operating efficiency. Responsible for the post acquisition and assimilation of the Egg credit card business and resulting closure of Derby site. In addition, was the HR Site Director for Northampton developing a HRD forum with local large employers and the project lead on the introduction of apprentices to Barclaycard, as well as leading various process improvement and offshoring projects.

Matrix reporting to the MD Kalyx, as part of 6 Exec Directors managing the Kalyx business and Sodexo UK&I HR Director responsible for Central Functions including; Finance, HR, Marketing, IT, Procurement. Kalyx was a Private Prison provider; c90M GBP turnover, c10% EBIT, c2000 Employees. Responsible for a team of 41 and budget c1.8m GBP, Facing off to UK&I Exec Directors and MD, Global Market Champions and key Clients.Responsible for HR and Internal Communications functions, during a period of significant organisational growth. Led a review of the Exec group and implementing a restructure to increase the business development capability both organisationally as well as within HR. Facilitated the strategic sales pipeline to develop a product and geographic expansion drive. Led the HR bid for UK, South Africa prison bids and the due diligence. Exposure to highly unionised blue collar workforce and National Union Officials. In addition provide HR service to the Central Functions for Sodexo UK&I with a centralisation agenda to help improve cost base and improve margin.

HR for Operations (Capital Markets and Global Transactional Services) and Risk Management, EMEA. Covered support and middle office c7000 employees across 50 countries in a matrixed structure. Reporting to 3 HR Directors & 12 business MDs (Regional and Global Product head and Regional and National MDs). Managed a team of 10 HR Business Partners and Admin.Responsible for developing and delivering Talent Management and Development strategies across the region. Supported the growth of new operational lines (involved in the turn around in the insourced funds processing in Edinburgh) through to cost saving and offshoring of c1000 London based roles to lower cost locations in Belfast, Poland and regional Hubs in Central Europe, North Africa and India. Supported work with helping disadvantaged students into Investment Banking partnering with Tower Hamlet and Hackney colleges. Also covered the Head of HR for infrastructure EMEA for 3 months – employee group c15,000 reporting to the CAO

Covering central Marketing & Sales c 170 employees in 3 countries and Ford Direct (European Dealer Network); employee group c4200 in 13 countries. Facing off to the European Marketing and Sales Director, Owner & CEO Ford Direct. I was responsible for the post acquisition assimilation of a European dealer network and restructure to reflect the new European brand strategy.

Ford Financial Europe is the banking arm of Ford for w/sale and retail customers. c3500 Employees c500 M GBP profit. Team of 6 direct and 23 matrixed reports. Facing off to Ford Financial Europe MD, Exec Board and Functional Directors. Reposnsible for the Learning and Development provision for the European bank. Against a backdrop of cost saving and development of a multi-brand strategy. Also responsible for Funding Committee to introduce Asset Backed Securisation as part of the funding strategy.

Responsible for central support teams of Legal, Finance, Marketing and the Central and Eastern Europe Sales Offices. Employee group c700 employees in 13 countries. Facing off to Sales Exec Directors, Head of Function, Regional and National Sales Directors. Responsible for developing a multi-brand strategy and the opening of emerging markets such as a JV in Turkey and closure of offices such as Russia due to profitability and market volatility.

Visteon was an internal supplier of automotive component parts to Ford, rebranded and spun off in 2000. Enfield had employee group of c500 and produced instrument panels and electronic components. Facing off to Plant Manager, Senior Plant Management team and local and National TU officials. I was responsible for wage and new technology introduction and culture change programmes as part of the Visteon spin off from Ford Motor Company.

Purchasing & Logistics was a division changing under Ford’s globalisation plan. Employee group c350 employees in UK, Germany and Belgium. Facing off to Regional and Global Purchase, Logistics and Total Quality Directors. Supported milk round recuitment and process improvement projects as well as developing an implementing new Global Operating Models as part of Ford's Globalisation strategy.