Ministry of Justice: April 2021 to August 2024: Change lead on successive organisational design and change projects developing and implementing new operating models and structures; Change Manager on replacement technology (advice and support across change impact, readiness, engagement and comms, and learning).

Office of the Ombudsman: February to April 2021: Project Lead on organisational development and design project looking at the new Corporate Services Group (P&C, ICT, IKM & Business Services) to ensure well-aligned and positioned to meet the current and future needs of the organisation.July to December 2020: Activities during this time include (1) Change lead on organisational design and change project developing and implementing new operating models and structures across the Office's external engagement, communications and strategic advice functions; (2) Programme Lead for new Flexible Working approach including programme management, policy development and advice for Workstream Leads; and (3) Annual review of performance pay.

NZ Customs: Contract providing HR/organisational design advice and support for project looking at Corporate Services groupings across NZ Customs including specific projects for the People and Capability and Information Systems and Services branches. Phase One: July to December 2019. Contract extended to provide further HR/org design advice and support across 16 ‘Corporate’ work streams as part of Phase Two: January to May 2020.

Office of the Ombudsman: Activities during this period included (1) Successive contracts as change lead on organisational design and change projects developing and implementing new operating models for: Compliance and Practice Group; Communications and Knowledge Management; Prison Investigations; Finance, Administration and Business Services; Intake, Assessment and Early Assistance (Complaints Resolution); ICT/Information and Knowledge Management; People and Capability; and OPCAT (Optional Protocol for the Convention Against Torture) Inspections. (2) Generalist senior HR advisory activities between org design projects including support, recruitment, leading annual salary review implementation and policy development work. (3) Advice on establishing programme management approach for the Chief Ombudsman’s new independent monitoring oversight of Orange Tamariki, including facilitation of senior management workshop to identify high-level work streams. (4) Advice to Chief Ombudsman on an organisational model to support growth and development. This period included breaks between projects for annual leave.

Ministry of Business, Innovation and Employment (MBIE): Successive organisational design projects to develop a new operating models for: Communications, Engagement and Ministerial Services Branch, Property and Facilities Branch and Financial Control Team.

Ministry of Social Development (MSD): Organisational design support for a project looking at a new model for case management and service delivery across MSD services.

Royal NZ Plunket Society (Plunket): Contract supporting change readiness activities for their electronic Plunket Health Record (ePHR) and ‘people journey’ programmes. Position also provided temporary support whilst recruitment underway for a permanent Business Partner.

Ministry of Business, Innovation & Employment (MBIE): Contract providing senior HR advisory services for extended leave and vacancies.

A not-for-profit, Plunket is the largest provider of free support services for the development, health and wellbeing of children under five in New Zealand. Responsibilities as GM, People and Capability between March 2013 and January 2014 included: (1) Senior manager position working with the senior leadership team to develop and implement Plunket's strategic direction ensuring that the P&C business plan was a key enabler; (2) Leadership of P&C team of 11 across HR business partnership, Payroll and HRIS implementation; and (3) Worked alongside GM Service Delivery to implement continuous improvement methodology in how services are delivered, the overall aim being to improve outcomes for families. Between January 2014 and May 2015, seconded to a new position as Programme Manager Operational Model. This was a senior manager position leading a team managing multiple projects to support the design and implementation of a new operational model of national service delivery across clinical, community, operations and national support services using project and programme methodology. Projects included change consultation, implementation of new roles and model ‘go live’, seven transition workstreams (including people, systems and processes to truly embed and enable the change needed), communication and engagement strategy and action plans, capability and leadership development to support new leaders and teams, reviews of regional administration and community services models and structure and an organisation wide project to develop in-house capability to prioritise and map critical business processes.

HR Director working closely with the CEO, Executive Committee and Board leading the development and implementation of a highly effective organisation and people development strategy to support and facilitate the strategic aims and objectives of the Group. Strategic and operational responsibility for all aspects of HR, business partnership, reward and capability development across all levels of staff to deliver improved business and employee performance and engagement, to support and enable transformational change. Champion of internal employee communication and BMJ Group's internal and external employer brand. Also, sponsor of the Corporate Social Responsibility strategy (charities group, green team and volunteering). BMJ Group is a commercial organisation with 500+ staff based in the UK, US, India, China, Italy and UAE.

Period of extended travel.

Senior Manager position working directly with the HR Director, OD Manager and Board, to develop the People Strategy, desired culture and core values to support the strategic aims and objectives of British Sugar’s UK industrial business (1,000 permanent employees; 500 seasonals). Leadership of the HR and Office Services functions, totalling 25 people across HR, graduate and apprentice recruitment and development, learning and development, payroll, benefits, pensions and office services (health and safety, reception, postal services, switchboard).

Led generalist HR support to the UK industrial business ensuring that people issues and practices were aligned to, and supported, the overall achievement of the People Strategy.

Worked directly with the senior leadership teams of British Sugar’s overseas business based in Poland, China and Hong Kong with a UK head office. Included all aspects of expatriate remuneration and taxation. Role involved significant time in Poland providing direct HR support to the Polish business and leadership of employment and change aspects of an 18 month transformational change programme.

Responsible for the whole range of generalist personnel matters at the Head Office and manufacturing locations of British Sugar’s retail sugar business.