Member of People Services leadership team of the UK's largest university, with a colleague base of 10,000 and 170,000 students. Responsible for Business Partnering, reward strategy, performance management, MI & People Insights and OD/E.

Interim leadership of the OD, OL and Change and Improvement teams in addition to leading on reward, people insights and colleague performance.

Bevan CIC is an award winning health inclusion social enterprise supporting homeless people, refugees and people seeking asylum to improve their health, wellbeing and life outcomes. Rated Outstanding by the Care Quality Commission (CQC) for our services. The CQC Recorded Bevan as the 'best in country' for inclusion health. We continue to be at the forefront of innovating health and wellbeing services for highly vulnerable groups.

Member of executive team, leading on people strategy, the organisation's first full time HR Director. Supporting post Series A PE backed, manufacturing start-up on the next phase of the organisation’s scale-up journey, from series A to B. Leading a team of people professionals and we are focused on a variety of projects including the implementation of NanoSun's first ever ATS and HRIS (Bamboo). Implementing new mature employment policies, revising reward & benefits including new pay and grading structure.

Interim HR Director supporting the CPO in a busy NHS trust with change and transformation projects. Management of HRBP and ER services. Redesign of target operating model for clinical education. Proud to support our vibrant, committed, diverse community of 4000+ colleagues.

Interim HR professional, operating at HR Director level, supporting organisations with outsourced HR/Change projects/recruitment. We work with non-profit and private sector organisations. Key expertise in BPO, NHS, Education and Arts/Media organisations.We offer project-based/fixed price, pay as you go or retained options to suit our clients depending on the project or need.Providing HR leadership to a scaling BPO/ecommerce business and an Arts Organisation.• Leading on organisation design and job design for senior management team.• Providing people management coaching and mentoring to CEOs.• Creating people strategy to support periods of growth and building the HR infrastructure.• Creating salary benchmarks to enable attractiveness and sustainability.• Talent Acquisition activity.• End-to-end employee lifecycle support.Regular contributor to whitepapers, podcasts and conference speaker, on the topics of talent acquisition, talent management, change, employee engagement, global mobility and the effective use of data in commercial HR decision making. Specialising in change and transformation projects and building high performing HR teams from the ground-up. Exploring new ways of working, supporting digital transformation and keeping the human in HR.

Interim HR Director supporting the organisation through change and transformation. Leading a team of HR professionals in delivering an ambitious programme of change and striving to deliver HR service excellence. Assisting in the successful selection of the new HR Director.• Leading major restructuring and merger activity across two schools.• Setting people plan for next 5 years aligned to organisational strategic plan and core HR objectives on Organisational Development and Effectiveness• Chair of Equality, Diversity and Inclusion working group, Health and Wellbeing Chair, Chair of hybrid working/campus resumption group and advisor to University Remuneration Committee.

Providing Human Resources and Management Consultancy to a range of private and public sector clients. Working with CEOs, HR Directors and CHROs, to enable people change and support on sensitive and difficult employee relations issues.

Member of HR & OD leadership team at one of the UK’s largest universities, at the cutting-edge of the sector with diversification of revenue streams and student experience. Leading a team of 20 HR professionals to support delivery of new organisational and people strategy.Objectives: To lead the HR contribution to revenue diversification aligned to new business strategy. To lead change and transformation of key HR functions. Create a new reward roadmap and delivery model. • Created compensation, benefits, and recognition strategy, introducing market-based pay and benchmarks• Supported faculties and service units to develop people agenda from business plans, including recruitment, potential restructures, OD activity and reorganisation, ensuring adequate headcount to teach courses.• Worked with HRBP teams - counselled, mentored line managers to take a pro-active and confident approach to Employee Relations matters to reduce case load and risk.• Launched online portal and app for colleague wellbeing linked to total reward and benefits.• Support revenue generation activity, enabled 7 figure per annum of extra revenue by leading HR strategy for opening China offices, offices opened to time and budget in 6-month window.• Increased employee engagement in people strategy and change to ensure colleague buy-in to decrease risk of leavers. Initiated the ‘Big HR’ conversations for colleagues to engage and express opinions on key topics including new reward strategy and employee value proposition. Forums provided actionable data and MI.• Developed compelling employee value proposition and employer brand concepts enabling the attraction to the organisation of key senior talent. (Professors and C-suite).Key Results:• Enabled the conditions to add at least £10m per annum of revenue through new business activities and diversification.• Predicted savings of £500k per annum from neutral vendor implementation.

Objectives: Initially recruited to save costs of hiring across the organisation, to reduce cost of HR operations and to mitigate risks of failing to hire to key revenue generating positions. Secondary objective to ensure that talented colleagues in key areas of the business were retained to protect research revenue. To lead HR efforts to ensure that major IT projects were not at risk of failure through lack of staffing.• Led procurement and business case activity and moved from on premise SAP. Decreased candidate dropout rates by 95% and hiring manager satisfaction by 50% across 4000 hires and 40,000 candidates per year.• Developed talent management toolkit and performance management framework to analyse flight risks and succession plan. Introduced L&D interventions for high potential colleagues and future leaders.• Initiated pilot IT graduate programme to create Talent Development opportunities for our own graduates and create succession plans for difficult to recruit roles e.g. solutions architects.• Co-designed with HRD and Head of HR Business Partnering new organisation design for HR. Created centres of expertise and shared services to improve HR operations and efficiencies and greater level of strategic support.Key Results:• Created savings of over £100k in one IT project due to decrease in required contractor resource.• Preserved research revenue of at least £100,000 through creation of fresh opportunities for key talent.• Savings achieved of at least £500k per annum on recruitment budget and costs of leavers, transformed recruitment process from administration heavy transactional function into professional talent acquisition team of full stack recruiters. Completed end-to-end process review, hired new team members, and implemented cutting edge technology (eArcu).

A division of Bertelsmann, privately owned, the world’s largest networked media business. B2B providing BPO, Contact Centre Solutions IT, Consultancy, Retail, E-commerce, Media, Finance, Healthcare, Supply Chain, Music to major clients including, Microsoft, Google, Universal Music, Zara, BMW. Circa 100,000 colleagues worldwide. Objectives: Led HR support for revenue generation with major blue-chip clients. Supported global HRIS team to ensure IT upgrade achieved successfully.• Led the UK HR project team to implement SAP Success Factors as global HRIS, ensured smooth transition working with centres of expertise in the US.• Managing local and virtual teams to deliver internal and external HR service support. • Enabling work-winning as part of bid support team, including 5 year deal with BMW, contributing in the millions to revenue.• Supported CHRO to align global recruitment activity across 24 countries, created roadmap for one unified central portal across the CRM divisions and talent acquisition strategy to ensure compliance and planning across countries.• Worked alongside UK HRD to implement the changes from new global target operating model, aligning all countries into sales verticals from single country models, creating better clarity for clients and cross selling opportunities.• Internal and external focused work including working with customers including Zara, Microsoft, Google, VW, Universal Music, NHS, and public sector organisations.Key Results:• Ensured smooth landing of initial SAP modules in UK and kept UK side of multi-billion-pound IT project on track to delivery.• Implemented new target operating model by working closely with key stakeholders and ensuring all colleagues across the UK divisions were clearly communicated with on the impacts of the new structure. Smooth transition with no revenue impact on client contract e.g. service credits.• Set the roadmap in place to help deliver future >£1m saving on global recruitment activity.

Reporting to UK HRD and Global Chief HR Officer as part of UK HR leadership team, working across all UK divisions of Arvato and also providing internal HR support to other Bertelsmann businesses.Objectives: To support bid teams in work winning activity, ensure cost savings in recruitment activity and mitigate risks of failure to hire and create costs savings of HR services.Process:• Wrote business case and presented to UK board for purchase of eArcu to replace Bertelsmann portal in the UK businesses.• Collaborated with global colleagues on talent management and development programme offering internal opportunities for high potentials combined with L&D activity and rigorous assessment.• Supported CHRO on initial outline design of UK HR shared services design.• Worked with UK HRD to support the integration of Department for Transport staff in Swansea over to Arvato in the set of government key shared service centre. Ensured smooth transition and integration of colleagues and new talent acquisition activity to site. • Created compelling UK employer brand and careers website from greenfield to encourage direct traffic of applicants to UK businesses.• Introduced new gamified process for assessment of contact centre agents for new client contract, ensuring exact skills match to client requirements and mitigating risk of incorrect hires with highly specific client requirements.Key Results:• eArcu implemented to time and budget and risks of new hire dropouts decreased avoiding client service credits per quarter• Achieved cost savings of up to £60,000 in recruitment fees per senior candidate through internal talent transfers versus external recruitment.• Head count saving of 20% achieved against target for HR services as HR was funded directly for client contracts.• Ensured that people workstream for a new major contract with the potential for 8 figure revenue in first year was delivered seamlessly.

Business areas: Outsourcing, Customer Services, Contact Centre, Retail, Automotive, Supply Chain, Logistics, E-commerce. Reporting to UK HR Director.Objectives: To ensure we had ongoing payroll provision by eliminating risk of loss of service through too many outsource payrolls and unsupported technology. Cost savings in recruitment activity from bringing resourcing function in house. To support revenue generation.• Project managed the migration of 13 external payrolls into one in-house solutions based on Northgate Aurora, project was required as many staff were paid via client payroll.• Starting from greenfield and initial team of one built resourcing function leading to team of 8 remoted colleagues with flexible resource as required delivering across the UK and global BPO business.• Led the resourcing workstreams of key mobilisations with fast turnaround and delivery including an airline’s response to the Iceland volcano eruption and its aftermath. Recruiting 200 agents in 2-week period.Key Results:• Transitioned payrolls with no loss of service and achieved cost savings of at least £60k per annum from in-house solution.• Achieved costs savings across UK divisions of at least £600k from bringing recruitment activity in-house.

Vestas was the number one in renewable energy, employing 25,000 globally and c.1000 across UK sites. I was business partner for Northern Europe in Sales, Manufacturing, Engineering and Technology units. I held a matrix role reporting to UK People Director and Northern Europe CHRO. I worked in Sweden, UK, Poland, Ireland and Denmark.• Champion and ambassador for people development, ensuring that in field based teams meaningful performance management conversations were happening and L&D activity followed.• Employee engagement and employer brand activities, reducing agency costs, improving speed of process and raising standards of assessment.• Ensuring UK and Swedish policy alignment for recruitment purposes and salary benchmarking.• Work on major UK restructuring project with HR Director, working with unions and works council on project to change terms and conditions from legacy contracts, creating more fairness and transparency. Supporting on key employee relations issues.Results: Significant cost savings were achieved for technician recruitment as we were no longer dependent on agencies for the majority of hires. Field service teams were trained in interview and HR best practice to mitigate field based people issues and avoid legal and compliance issues, employee engagement increased across field teams and output based performance measures showed increased upturn. Recruited first UK based female service technician and encouraged future diversification of field based teams. Successfully rolled out performance management training and identified key talent for the future. Successful implementation of SAP e-recruitment into the UK and effective use of employer branding to encourage students from key target universities to consider a career with Vestas.

Agilisys is a fast moving, agile technology and BPO business which is part of the Blenheim Chalcot group of PE/VC backed companies, including start-ups. Reporting to the HR Director, working to support hiring managers in the Northern areas of the business across key customer service contracts and offering B2B and direct to consumer support.Objective: To save costs and to create robust processes for recruitment for Northern area contracts. Mainly recruiting management consultants for change and transformation activity - key revenue generating roles.• Developed strong links with key stakeholders and coached hiring managers in best recruitment practice.• Moved recruiting to more in-house focused model in the regions and away from agency usage.• Supported in resource allocation and workforce planning, via weekly planning and budget meetings.• Coaching of less senior recruitment team members in best practice.• Ensured compliance with contractor resource including DBS and security clearance where required.Results: Achieved significant cost savings in recruitment against which I was bonused on a quarterly basis. Left strong infrastructure in place for future recruiting efforts in niche management consultancy areas.

Start-up insurance company, funded by Carillion Plc and Aviva Plc. I was part of new greenfield HR team reporting to HR Director. This role combined both my strong technical recruiting skills along with change and transformation management.Objective: To support the mobilisation of a new insurance business from the old Mowlem FM business and smaller partners. TUPE of staff and recruitment of new colleagues in 6 months window within limited recruiting and advertising budget whilst ensuring employee engagement and buy-in to the new organisation.• Ensured rapid mobilisation of contract, led team to recruit staff to head office and remote sites in 6 month window created robust project plan for recruitment.• Alongside external consultancy supported the development of Asprea value set, behaviours, employer brand and employee value proposition.• Worked closely with L&D team to support delivery of training to contact centre agents.• Counselled and coached hiring managers in recruitment best practice, supported with more technical aspects such as benchmarking compensation and benefits against the market place.• Implemented i-grasp recruiting technology and enable end user training.Results: Supported the programme team to enable successful mobilisation and launch of the Asprea business within allocated recruitment budget. Created the successful foundations of in-house recruitment.

Building close relationships with CEOs and HR Directors/Human Resources Directors to supply interim IT professionals. Leading business development for my areas and ensuring increased revenue. Offering consultancy support including employer branding, onboarding, employee relations and contractor engagement.

HMRC, Capita, Willmott Dixon, Capital OneMy first steps into HR, working with a range of companies, both public sector and in the finance and outsourcing sectors. Supporting HR Directors across various projects including talent acquisition, employee engagement. Support cost saving activities and also onboarding and outplacement.