John Ambrose Email & Phone Number

London, Gb

Overall strategic leadership of a global team to deliver:Leadership development, coaching and team effectiveness.Talent management including talent onboarding, assessment, development, retention, and performance management.Succession planning to ensure a pipeline of qualified leaders for the future.Early careers and apprenticeship programs to attract and nurture future talent.Employee Development including the delivery of technical, mandatory, and soft skills training programs.Learning operations including our technology eco-system, data and analytics

London, Gb

As the Global Head of Leadership and Management Development, I am fortunate to work with a small team of talented professionals to help develop our company's leaders and managers. My role involves collaborating with teams across the company to understand what support our leaders need and then make it happen.This includes:- Creating and delivering leadership and management development programs that are tailored to our company's needs, with consideration for the diverse backgrounds and experiences of our global workforce.Leading a team of professionals who provide coaching, mentoring, and support to our employees at all levels of the organization, including those from different cultures and backgrounds.- Collaborating with stakeholders across the company to ensure that our leadership development strategies are aligned with our values.- Evaluating the effectiveness of our leadership development programs and making improvements as needed to ensure that they are meeting the needs of our global workforce.- Promoting a culture of continuous learning and development throughout the company, with a focus on providing development opportunities that are accessible to all employees, regardless of their location or cultural background.- My primary goal is to unlock the potential within Colt’s talented leaders and managers so that they can effectively drive the organisation forward.

Partnering with organisations to create development cultures where growth, learning and transformation are possible and actively encouraged. Where there is a culture of psychological safety and well-being.Coaching:- Executives who aspire to transform their way of working and that of their teams;- People searching for a new career and/or lifestyle; Facilitation / Advisory: - Supporting teams to create healthy, productive and engaged partnerships, and organisations. - Leadership development that enables deep reflection and learning- Advisory service for senior executives and teams.

London, Hammersmith, Gb

Responsibility for leadership, coaching, team effectiveness and culture across the newly merged Virgin Media O2, including:- Facilitation with senior leadership teams up to and including the c-suite.- Ownership for and facilitation of team effectiveness sessions to support the integration of senior leadership teams in VMO2 merger (largest telco merger in a decade)- 1:1 coaching with executives and senior leaders.- Thought leadership across coaching, team effectiveness, leadership & culture.- Presenting at large-scale company conferences.- Leading a matrix team of coaches in the use of Hogan psychometric assessments, Korn Ferry Assessment of Leadership Potential, and 360 feedback with senior leaders to aid development conversations.- Responsibility for change readiness of senior leaders across O2 pre-merger.- Leading the development and roll out of Agile Mindset for senior leaders.- Facilitation of Telefonica University’s Leading Self Online.

Reading, England, Gb

Lead the entire 'take to market' programme management on behalf of People Development. Working with a wide range of people across the business, constantly spinning a lot of plates to ensure that the People Development team could support the rollout of all commercial products and propositions across O2. Delivered the large majority of traffic to the multi-award-winning O2 Campus.This means working with stakeholders and project managers to deliver learning interventions that support our people with products, propositions, systems, processes, and regulations. This roadmap touches everyone in the Sales & Service directorates from Store advisors through to Enterprise sales and Sales leadership.The key to this was business partnering with the relevant stakeholders, to devise and implement a learning strategy that builds knowledge in our sales teams and leadership. This is typically delivered through blended learning solutions underpinned by our competency models.- Partnering with the business to ensure our learning interventions deliver against the business objectives.- Stakeholder management with Senior Leaders.- Working with our internal and external partners to scope and define new learning interventions, how to best represent and communicate these to the operation and finally how to evaluate and learn from these experiences.- Program Ownership overall knowledge roadmap impacting circa 5000 people in Sales and Service and extended reach into external partners reducing duplication and cost whilst improving quality.- Lead a team of Territory Trainiers to support O2's retail business- Lead a matrix team of learning consultants to design content in line with stakeholder expectations.

Reading, England, Gb

- Redesign of Induction program resulting in both reduced costs and increased speed to competence.- Designed and implemented an FCA training and competence scheme which allowed O2 UK to launch the market changing O2 Refresh proposition whilst remaining compliant.- Partnered senior leaders to understand strategic direction and opportunites to learning to contribute to business growth.- Collected insight from the business to drive improvements across our L&D offering.- Owned and drove induction for stores serving 1200 delegates P/A.- Lead a remote team of territory trainers to deliver variety of learning interventions to suppor this business.- Delivery of Tetramap personality preference workshops to a variety of audiences.

Reading, England, Gb

- Delivered a competency based functional skills academy into the retail estate including a diagnostic system and method of accreditation for C4500 employees. This system in turn resulted in an increase in the number of active PDPs from 154 to 2767.- Delivered an evaluation dashboard for the whole of L&D enabling L&D leadership team to make data driven decisions. - Delivered workshops across multiple programs and content types to varied audiences- Delivered and maintained the online diagnostic tool for O2 Retail by managing suppliers, driving down cost and looking for opportunities to make improvements.- Designed, built and delivered the accreditation process for O2 Retail, working with external suppliers and internal stakeholders to ensure the process was fit for purpose.- Designed, built and delivered bespoke learning interventions based on requirements from the business.- Delivered workshops to a variety of audiences from advisors through to senior leaders with group sizes from 1:1 to 250 at conferences.- Responsible for the creation of a skills academy for C500 Guru’s (technical experts) including authoring skills frameworks, creating a diagnostic tool, authoring content and deployment.

Reading, England, Gb

Designed, administrated, scheduled and delivered store re-design training courses for both management and retail store teams in C100 stores per year. Whilst working on this project reduced overall cost to deliver by 30% year on year. Owned budgets and lead teams across multiple work streams improving controls, reducing costs and errors.- Consulted with stakeholders and conducted LNA’s on any new learning requests.- Designed content for learning needs including blended approach for store refits.- Delivered workshops to a variety of audiences from Sales advisors through to Area Leaders.- Lead a remote team of area coaches working out in the field to support stores capability.

Troy, Michigan, Us