Shawbrook is a specialist bank serving over 600,000 Commercial and Retail customers. Shawbrook is privately owned and has grown rapidly more than tripling in size from 2016 to present day. As at Q4 2024 Shawbrook employ 1500 people across the UK with annual PBT of c.£300m and ROTE of c.20% in 2023.Senior HR role established to build people & talent capability for scale up/growth strategy which has grown over time in line with FTE from c.400 in 2016 to c.1500 as at Q4 2024. Key responsibilities include:• Building infrastructure and employee value proposition for a rapidly growing profitable business.• Managing Exco, Board & SLT engagement across the employee value proposition including talent attraction and acquisition, workforce planning, org design, EDI, employee engagement, performance management & L&D.• Leadership of HR team of circa 14 people.• Management of outsourced suppliers relationships circa £3.5m annualised spend.

TSB Bank was created through the divestment of a standalone retail banking business from Lloyds Banking Group. TSB was floated on the London Stock Exchange as an IPO in June 2014 and became part of the FTSE 250 in September 2014. TSB became part of the Banco Sabadell Group in July 2015.• Newly created role responsible for managing fixed and variable pay and leading all aspects of reward change programmes.• Deliver and embed new performance management and reward strategy underpinned by TSB’s partnership ethos.• Lead and embed a new pay & grading structure across TSB.• Design the compensation round principles and manage end to end delivery. • Lead the HR work stream relating to Senior Managers Regime.

• Member of the HR Leadership team who played a key role within the build and flotation of TSB Bank managing the running of the HR Director’s office. • Made decisions on behalf of the HR Director working with a wide range of internal stakeholders including the CEO, Chairman, Chair of the Remuneration Committee, Executive Committee members, Company Secretary, Media Relations, internal communications and the Regulatory & Compliance teams. External stakeholders included consultancies such as Deloitte, BCG and Accenture as well as media and other industry professionals.• Delivered internal reporting on people strategy and performance to the Board, Remuneration Committee, and the Executive Committee to support informed decision making. • Developed the HR Directors internal & external personal communications including colleague communications through the IPO process as well as content for conferences & external forums.

Working as part of Project Verde, I was initially focused on organisation design of the divestment to private sale and subsequently for IPO. As IPO route became clearer in Q4 2013, I transitioned my role to be responsible to set up and manage a team of 7 HR Managers and lead a programme of Organisation Design focused on organisation efficiency and effectiveness over next 3 years as part of IPO.

Lloyds Banking Group is UK Financial Services Company with 25 million customers and 100,000 colleagues including Halifax, Bank Of Scotland & Scottish WidowsIn this role I was the chief talent officer for all of the professional functions of Lloyds Banking Groups personal customer business. The purpose of this role was to ensure that the above functions have the right leadership at executive level now and in the future and to unlock the potential of talent within the existing executive population..

Within this role I was the HR Business Partner to Lloyds Banking Groups Personal Loans Director and Product Risk Director. The purpose of my role was to define and deliver a people strategy and lead all aspects of change impacting people in the Personal Loans and Product Risk business teams. In addition to this I was accountable for leading the broader customer products future organisation design. Client Group circa 400 FTE

Within this role I was appointed to lead HR Integration activity across the combined Lloyds Banking Group Retail Branch Network two months after the merger of Lloyds TSB and HBOS Plc at the peak of the financial crisis. The purpose of my role was to create a fit for purpose organisation design and reduce costs presented by synergy opportunities presented.

Within this role I was the HR Business Partner to a Regional Director for the Lloyds TSB Branch Network. The purpose of my role was to define and deliver a people strategy for the Lloyds TSB Branch Network in Wales circa 1500 FTE.

•Lead a team of between 20 – 50 Volunteers from all over the world to work as a team in rebuilding 100 Tsunami impacted homes.•Responsible for working with a Thai lead NGO in representing Volunteers and defining project work streams.•Lead daily on site team meetings with all volunteers to set priorities and objectives for the team.•Contributed to overall project delivering on time and within budget - 100 homes started within a three month period

•Business Partnered C&G’s New Business Mortgage Operations to deliver a UK site closure and offshoring programme.•Lead the HR Workstream of the UK site closure with a focus on redundancy and redeployment to deliver on time and within budget. •Ensured that all staff at risk of compulsory redundancy were redeployed within the Lloyds TSB Group or other local employers.•Lead the HR workstream of offshoring 600 roles to India and the set up of a second site in Kolkatta.•Managed a small team of HR Advisors to provide HR services to the management team in the UK.

Various Graduate placments across HR and the business from HR Call centre to Retail HR Director EA role.