Responsible for defining HR strategy aligned to the people plan for the business divisions, I have transformed the HR function in the last 5 years in recruitment, reward and introduced talent management across Costain.Leading a team of 54 HR Professionals in Recruitment, Compensation & Benefits and HR Business Partnering and HR Services to deliver the strategic people agenda across Costain.Delivery of a talent review process across the business, partnering with the business to identify, action plan and develop talent across Costain. Managing a c4000 employee workforce plan to recruit, retain and develop, emerging level to experienced employees across multiple projects.Set up and led an in-house recruitment function, 5 years on the function has saved the business £8m in bottom line costs.Led the acquisition and integration of Rhead group and SSL into Costain, this group adds to the advisory & technology service lines for Costain in line with strategic direction. This included delivery of the people due diligence process to leading and executing the integration plan.

Reporting directly to the company CEO, I led a team of 6 HRM/HR Officers responsible for 15,000 regionally based employees. Led an employee engagement project to reduce attrition from 50% to 25% by 2015 (Industry average is 30%). This includes a project to develop values and drive through results into a new performance management process.

Global experience in supporting c1400 employees across US, China and EMEA supply chain, partnering with the business leaders on people strategy, recruitment, talent development, people reviews and reward and recognition.

Working with the CFO/CRO and executive teams, led the annual GE people process, succession planning, organisational development, resourcing, development and compensation planning. Led the redesign and restructuring of the Global GE Capital Sales/Marketing Finance and Risk HQ functions.

Led the UK HR function for this division of GE Healthcare, supporting the UK management team which drove financial and business objectives for the Sales and Service groups with c500 employees. Managed the outsourcing of HR transactional work for the UK. This resulted in savings of $500,000 delivered back to the business over a 2-year period.

Managed wide scale restructuring programmes for sales and supply chain groups over a 2-year period. Nortel went from 100,000 employees to 30,000. Responsible for 1000 exits in the UK.

Managed the Graduate recruitment programme which year on year hired approx 20 graduates. Worked with Universities to build relationships and ongoing pipeline. Was part of project teams, which in-sourced employee groups from other companies, mainly public sector organisations. Gained a working knowledge of TUPE.