Global consumer insights platform business delivering highly specialised and actionable outcomes powering the strategies of major businesses such as Heinieken, Liberty Global, Mondelez, O2 Telefonica and others.To provide expert insights which support research, influence strategy and design projects that drive the future direction for large global organisations. ► Insights shared for “The Future of work – Work after covid” directly led to a large-scale uplift in the diversity and inclusion priority, a new “place of work” strategy and changes to many of the core HR processes.► Contribution to “Technology use in a pandemic world – Corona Crisis, Pre and Post insights” challenged customer propositions and approach to corporate social responsibility in a digital world.

Define organisational talent strategy and priorities to achieve company vision. Partner with the COO to Lead, design & implement the talent strategy for the 11000 strong operations function. To collaborate with Leadership & HR teams to lead & deliver strategic projects.Key Achievements► Led a cross functional team to define, plan and deliver the industry’s first cabin crew apprenticeship within 6 months. ► Created a talent management approach, led and facilitated the 1st ever talent review in easyJet with tangible deliverables that increased internal promotions, greater diversity in teams & delivered realistic succession plans.► Implemented a relevant Operations Strategic Leadership behaviour transformation programme minimising additional operational disruption.► Innovatively redefined a traditional graduate programme that delivered increased ROI, employee engagement & retention from 50% to 92%.► Defined an organisational diversity strategy grounded in leadership sponsorship and impactful data.

Responsibility & management of a budget more than £5 million & 350 headcount per annum Collaborative led a multi-disciplined, direct and matrix teams across the whole organisation of 9000 employees that, designed and delivered a strategically aligned & award-winning Early career & Diversity programmes & initiatives. Key Achievements ► Delivered award nominated early career programmes achieving a strategic pipeline of diverse talent across functions ► Embedded Early Career programmes into “Business as usual” within 3 years. ► Created a reoccurring demand -513 young people joined O2 as a result. ► Driving continuous improvement, taking innovative approaches across all aspects ► Created a high caliber talent pipeline. 60% considered High Potential double that of peers. 90% retention rates with 100% securing significant substantive roles, ► Employee engagement scores tracking 10% above the organisation. ► Achieving 46% gender diversity in STEM related early career programmes ► Implemented an industry leading Returners programme, focused on critical skills, 12 women joined the programme with 10 securing significant/senior roles ► Redefining flexible working incorporating where, how often & when you work, vastly increasing talent attraction & internal career mobility. ► Established later career options, introduction of phased retirement minimising critical skill loss & maximising knowledge transfer. ► Embedded phased return from maternity aiding talent retention. ► Secured one of 12 government Awarded Social Mobility Champion status through business leading practice.

Partnered Executive Board Level CMO & Direct Reports with 360 people in the team. Drove Strategic Development & Talent Management, enhance retention & mitigated risk. Delivered Organisational Transformation & Change Management. Key Achievements ► Driving force behind a step change in approach to talent planning with senior leadership teams, I embedded end to end talent management initiatives re-establishing credibility of Talent and succession planning ► 70% of individuals identified as talent were able to secure promotion or stretch opportunities through transformation. ► Engaged globally to ensure creation of the right opportunities to grow talent in a European & Global context

Partnered CIO & direct reports in a team of 470 people. Deliver transformational change in areas with capital expenditure of over £500m. Accountable for Design & delivery of commercially focused People Plan.Key Achievements ► Outsourced to 5 external vendors & into Global Telefonica. Responsible for end to end operational & organisational change to enhance customer experience & better meet the future needs of the business. ► Influenced the European Outsourcing forum in shaping the Telefonica European future principles & approach ► created strategic resource planning for existing & future required capabilities, establishing resourcing, development & sourcing options which accounted for market place challenges & organisational change. ► Implemented and delivered continuous improvement in robust business People plans, based on business needs and employee survey feedback. ► Created an enhanced people experience including line manager engagement in people management basics whilst driving towards Business performance

Responsibilities & Accountabilities ► Accountable for Design & delivery of commercially focused People Plan ► Deliver significant organisation change programmesKey Achievements ► Driving & implementing the first successful TUPE transfer out of final salary pension scheme whilst maintaining credible and robust Trade Union relationships. At the same time ensuring great employee experience & seamless delivery for business goals ► Crated a JV between 2 competing organisations, in an division of the business considered a “Differentiator” capability, transitioning teams whilst building a viable retained organisation ensuring both areas had the right people with the right skills for success.

Responsibilities & Accountabilities ► Identify, contribute to & delivered a strategic Business Plan for a £70million turnover business as part of the Senior Management team. ► Responsible for the management and leadership of an HR team Key Achievements ► Working closely with contract partners to ensure delivery of expectations & development of best practice. ► Leading all Operational HR issues including harmonisation of terms and conditions, introduction of new initiatives and policies, TUPE transfer, management of small and large redundancy consultations, disciplinary and Grievance cases. Maintaining an equitable salary structure and other benefits. ► Working with the central Learning and Development team to deliver a Management development programme in conjunction with the Institute of Leadership and Management to create a high standard of management, leaderships and business awareness among middle managers.