HR Director Ideal Standard UK & Ireland 2015 - 2019HR Director for multi-site operations in UK & Ireland. Responsible for complete supply chain, circa 1000+ employees with £150m turnover. •Restructured the Sales function in line with change of group strategy & put in place development workshops to enhance skills in key specific selling areas. This led to 8% improvement in sales output in specific strategic areas.•Reviewed and reset of HR function. Provided the business with an integral HR team, and created a culture of performance, talent and succession management. Received significant positive feedback from senior stakeholders as to impact of changes made.•Developed a HR Strategy flexible enough to meet business needs with focus on leadership capability, performance management and employee engagement; developed strong traction UK-wide. •Reviewed recruitment activity resulting in £520k saving within 24 months and internal development of Employer Value Proposition. Created an employee led social media campaign to support. Function was shortlisted for an external recruitment award in Nov 2017.•Undertook root & branch review of rewards within the UK. Evaluated roles against bench mark companies and determined ‘Pay Strategy’ in line with EVP to external candidates. This provided clarity in the market place as an employer of choice and reduced short term turnover by 50%.•Improved relationships with blue collar workers and GMB union to a state of constructive dialogue by holding regular meetings, creating open dialogue and changing management behaviour towards this group. Successfully negotiated shut down periods and below market salary increases.

Head of HR for all Imperial UK sales & marketing operations with direct accountability for team of 18, comprising business partners, performance management, L&D, operations, and ER specialists. Steered HR activity across UK Sales Force, regional personnel, UK HQ staff & Regional Distribution Centre.•Transformed the HR function from a purely transactional service to a value-focussed business partner. Developed route map to provide a full-service generalist unit working towards common goals, where none had previously existed.•Developed a HR Strategy flexible enough to meet business needs with focus on leadership capability, performance management and employee engagement; developed strong traction UK-wide – provided the business with an integral HR function, and created a culture of performance, talent and succession management.•Headed HR stream of a project which transformed the way Imperial brought its product to market. The project resulted in the complete restructure of its field force, removal of 115 individuals & recruitment of differently skilled individuals. Project cost was in excess of £30mn including £1mn L&D budget. Project facilitated significant profit uplift.•Converted national union relationship from adversarial to true partnership. Working collaboratively effected real change to fundamental terms and conditions of employment, pay/grading, sickness absence ect. whilst maintaining employee engagement.•Consistently enabled the HR team to be business aware & commercially astute of their impact on the business, through monthly sharing of financial data & team discussions on HR Business impact. Results included improvement to recruitment activity, performance management & greater credibility with the business.•Reduced annual HR consultancy spend by 50%; increased and nurtured internal HR talent to provide a genuine business benefit.

Integral to the cultural transition of employees from the Franco-Spanish enterprise, Altadis, following Imperial’s multi-million-euro acquisition. •Led an international team to align and integrate performance management into the Altadis business inclusive of Spain, France and Morocco. •Designed and headed a multilingual online interactive induction training programme across the wider organisation to increase the understanding of Altadis employees of the Imperial Tobacco Group.•Collaborated with Group Talent Manger to design and deliver a one-day intensive cultural introduction programme designed as an open forum to encourage communication between the two companies, which improved engagement with Imperial Tobacco & ultimately supported a successful transition. •Designed & globally implemented ‘performance calibration’ sessions to be used inclusive of supply chain, manufacturing & sales functions resulting in organisational performance ratings more closely aligned to business performance & a ‘normal’ distribution curve•Worked with international management teams across most of Europe and Asia to assess, develop & deliver a ‘high performing team’ methodology. •Headed a team of European HR Managers in the transition from paper-based to a global online performance management system; navigated internal conflict between senior stakeholders within Compensation & Benefits and IS teams. Resolved arising political issues to result in successful project handover for technical implementation.

Global responsibility at grass roots level as part of a small expert team; created a world-class L&D function from the ground up, including internationally adopted performance management system in over 130 countries together with a company-wide competency framework that supported mid-to-long-term growth strategies.•Introduced a learning style guide of 22 bespoke learning programmes, delivered by regionally selected training consultants, to the top 1000 leaders worldwide. •Personally delivered leadership training and workshops in countries including Australia, New Zealand, Taiwan, China, Russia and across most of Europe. •Designed and executed a significant leadership development programme, attended by more than 150 leaders from most major Imperial markets. •Developed a three-stage multi-media global induction programme; phase one of this was used as a sales tool by the legal team in the acquisition of Altadis SA.

Overhauled Nestle UK’s approach to leadership development, including identification of leadership ‘bench strength’ across the UK business and execution of new strategy.

Created and developed a company-wide leadership programme and delivered high quality training interventions as part of wider, significant change initiatives, including implementation of a global competency framework.

Key player and consultant seconded to improve efficiency of communication and management skills in the long term international project, GLOBE

Consultancy with business managers leading to design & delivery of bespoke team & individual development interventions