Currently closing the business. Key achievements:- Launch of new HR systems and processes for Hitachi Energy- Upgrading the crisis management and communication resources for Coty, a global consumer products manufacturer- Project managing the successful launch and adoption of the Glint employee engagement platform with Costa Coffee globally, and scoping the key internal actions to support a major external initiative- Improving the impact/value of online content for international upstream oil & gas company Dana Petroleum- Communication management for TUPE transfers and outsourcings for two leading financial services organisations, Scottish Widows and Co-op Insurance- Advising a professional services firm in Baku on governance proposals and stakeholder engagement to secure investment and implement a new operating model- Developing crisis communication strategy and materials for a suppler of quality assurance services to the food sector- Developing communications and engagement to support the launch of a new internal online process for leading cyber security company NCC Group- Leading communication planning and delivery on transformational app-focused IT project for V.Group– Delivering interim marcomms and change communication support to Mouchel Consulting in three separate assignments - improving staff retention and recruitment, enhancing staff confidence in leadership and new strategy, and delivering critical transformation projects– Developing/delivering internal communications training for clients in Dubai and Bangkok - over 90% of delegates rating it very good/excellent– Interim Head of Internal Communication for the Parliamentary and Health Service Ombudsman– Providing expert review for the book 'From Cascade to Conversation' by Katie Macaulay– Other projects include providing advice to a specialist agencies on new business opportunities and communication/engagement services.NB: Self-employed from Feb 2013/Blackford Hunter from Sept 2017.

Key achievements:– Implementation of new team structure and approach reducing costs and sharpening focus through a business partnering model– Successful integration of long-standing staff survey with a new EDF group-wide approach ensuring maximum levels of year-on-year comparability and an 89% response rate

Key achievements/activities:– Driving joined-up consultation and communications delivery for corporate functions that delivered a £multi million annual cost reduction. Similar oversaw the communication activity which enabled pension reforms. – Upgraded core channels – print, online and social media – to transform two-way communication, instigating improvements to health & safety communications (leading to ‘best in sector’ H&S performance) – Ensured effective delivery of key strategic communications on: customer service commitments; 2012 Olympic sponsorship; and on the understanding of nuclear power within the UK energy mix.– Devised and implemented a new approach for CEO engagement with ‘skip level’ reports resulting in over 93% of attending senior managers judging themselves to be better able to discuss key business issues including the new advertising and marketing campaign, nuclear new build plans and wellbeing initiatives with staff and external audiences– Led team of 10 staff and provided direction and functional leadership for over 15 embedded within business units.

Key achievements/activities:– Through effective communication and engagement, aligned to formal consultation, engaged corporate functions staff in a range of transformational activities which delivered over £10m cost-savings following the acquisition of British Energy. – Similarly, drove communications within the corporate functions to achieve the smooth divestment of its distribution business for £5.8bn.– Implemented a business partnering approach to provide improved delivery of internal communications and engagement support to 'high-change' internal clients.– Managed team of four direct reports.

Key achievements/activities:At Shell:– Spearheaded global Health & Safety team communications as part of an overhaul of the company's approach to the governance of health, safety and environment globally.– Managed the communications for the company's annual Safety Day inspiring over 140,000 staff and contractors worldwide to participate in learning and knowledge-sharing events. Safety Day also provided the incoming CEO Peter Voser with an ideal platform to show his commitment to running a safe business, involving himself in a series of events at several locations.– Developed and coordinated the communications for the global launch of Shell’s '12 life-saving rules' leading to a significant reduction in incidents where failing to follow the rules were most likely to lead to serious injury or death.At Whatman/GE Healthcare:– Transformed communications relating to GE Healthcare's takeover of Whatman plc supporting the rapid and effective integration and rationalisation of the business internationally.At EDF Energy:– Provided experienced senior-level support to the Head of Internal Communication to rebuild and strengthen the team at the corporate centre. Provided expert input to key initiatives around sustainability including managing the UK delivery of the flagship Group-wide sustainability competition.

Key achievements/activities:– Led global communications and engagement activity on 'Process Excellence' improvement programme which realised £multi-million savings and improved product delivery by harnessing stronger line management ownership of proactive quality management– Implemented first company-wide employee engagement survey which spurred/informed a range of improvement programmes improving efficiency and staff retention– Partnered with HR on a broad range of issues such as the successful introduction of pensions restructuring in the UK; disciplinary action of staff violating the use of IT; launch of the global works council.– Developed Corporate Communications’ crisis response processes/business continuity plans. – Revitalised company-wide staff publication and intranet greatly increasing confidence in, and use of, both channels.– Led team of four direct reports and provided functional leadership for more than 40 more spread internationally.

Key achievements/activities:– Established highly-successful face-to-face events between executive team and the senior management team focusing on performance, strategy and upcoming issues.– Established effective and regular series of staff roadshows increasing senior team visibility and building staff understanding of the business and their ability to be advocates for the company.– Introduced first company-wide staff survey, working closely with HR and trades unions.– Communications leadership role in response to major incidents, most notably the Ladbroke Grove tragedy.– Led team of four direct reports and provided functional leadership for a further 10 across the UK.