During this sixteen-month period, I undertook two separate fixed term contracts with LBR with a two-month gap between them. The first contract was from January 2023 to September 2023, during which I undertook the role of HR Business Partner for the largest directorate within the council i.e. the people Directorate. The purpose of the role was to work in an HR partnering capacity whilst a permanent person for the role was found. This took longer than expected which allowed me to forge a good working relationship with not only my HR colleagues but also with my operational colleagues.After leaving this role I was asked to return for a further fixed term period, as from September 2023 until April 2024, as HRBP (Projects). This role was to carry out specific project work which was allocated to me for completion. This included a great deal of Pay and Reward activities.

Reporting to the Senior HR Business Partner, my role was to work in an HR partnering capacity with the management teams of two operational departments within the Trust. The role was particularly challenging as it was introduced on a fixed term basis to assist the HR department who at the time were in recovery mode.

Reporting to the Head of HR Operations, my role was to work with and as part of the departmental management teams for both the Finance and Resources departments of the Council. This role included working on the usual HR Management and Employee relations issues but was made much more challenging by the problems that came about as a result of the pandemic.

Reporting to the HR Director, my role is to lead the Business Partnering section of HR and to work with, support, advise and assist Operational Directors, Managers and employees in all aspects of Human Resource Management and Employee Relations.

A contract role with Tunbridge Wells Council. Working alongside the existing HR Team I worked on and completed a number of specialised HR projects which involved employment policies, corporate values, pay and grading and staff benefits.

Reporting to the HR Director my role was of a generalist nature supplying a broad based HR service to the Metro Trains Operations Director and staff. This involved working as part of the management team, assisting in the production of the business strategy and business plan. I was also responsible for negotiating and implementing pay and bargaining agreements with the associated trade unions. Acted as Lead HR Partner on the Dublin Trams project which involved setting up local maintenance depots and facilities on the outskirts of the city.

Reporting to the General Manager my role was to manage all people issues relating to this part of the Thames Water business. This included managing a major TUPE insourcing exercise, involving 950 people from 60 London Local Authorities. The role also involved implementing a programme to assimilate the transferred employees on to Thames Water T's & C's. Whilst undertaking this role I also undertook a due diligence project in Jakarta, Indonesia and also acted as sole HR Adviser on an HR contract whereby TWDC would manage and operate a number of Scottish Water operational establishments.

Following privatisation acted as a general Personnel Manager within a number of divisions of Thames Water Plc. The role was heavily based on Employee Relations as Thames Water was a very unionised organisation at this time. The role involved covering all core aspects of HR.

Various HR related roles across UK.