Leading a high-performing multiple disciplined Learning and Development function, responsible for implementation of the People Strategy and force delivery plans.

Working within a team of specialist practitioners, and collaborating closely with colleagues across the University, a key role in devising and delivering organisational development and professional learning frameworks and interventions aligned to the University’s strategic and operational objectives. Specifically focussed on leadership and talent: implementing leadership and management development solutions that enable individuals to build on their strengths.Leading the UEA Coaching Network; providing coaching supervision, continuing professional development and quality assurance through effective processes and methods of evaluation. Embedding a coaching culture through the development of coaching skills for managers and engaging leaders in transformational coaching.

Offering transformational coaching and development services to individuals and organisations.- Executive Coaching- Coaching Supervision- Mediation Services- Leadership Team Development; supported with MBTI and Belbin

Tutor and assessor, delivering and assessing:- ILM Level 5 Management and Leadership qualifications- CIPD Level 7 Human Resources qualifications: Ethics, Business Acumen and Personal Effectiveness

Reporting to the Managing Director of a coaching organisation, responsible for strategic business planning, client relationship management, provision of management consultancy and development interventions: leadership development, executive coaching, and ILM coaching qualifications. - Delivery of ILM Level 7 Certificate and Diploma in Executive Coaching- Executive coaching - Outplacement support- Design and delivery of leadership and management development programmes- Consultancy services, e.g., culture reviews and research projects

A newly created learning and development role in 2012, working with a world leading supplier of subsea umbilicals and power cables for global oil, gas and renewable energy markets. Leading on all aspects of global (UK, USA and Asia) learning and development initiatives, later with additional responsibility for the UK HR function.Key Projects included;- Introduction of new apprentice & graduate schemes- Implementation of a framework for management development- Introduction of new processes and procedures, such as performance development reviews- Procurement and implementation of an online performance management platform- Design and implementation of an annual employee engagement survey- New approach to succession planning- Producing a development programme for East Timorese engineers based in the USA

Reporting to the Group HR Director of May Gurney, a support services organisation focused on long-term partnered contracts with public and private sector customers. The company had 5000+ employees, based in various locations across the UK.- Working with HR Leadership peers to create the 2011-2016 HR Strategy- Responsibility for all operational training; annual training plan delivery within budget- Managing and developing a team of national technical, skills and management trainers across all five sectors of May Gurney, as well as the training support function - Management of the NVQ Assessment centre and associated assessors and verifiers- Strategic management of the Starting Out function; aligning recruitment and development of apprenticeships, placements, work experience students, trainees and graduates to strategy- Implementation of a new Management and Leadership framework- Managing the centralisation of May Gurney’s training function to a shared services model - Successful Investors in People recognition under the new Olympic framework- Launching a new set of corporate values and change project to embed behavioural changes- Learning and development strategy, policy, auditing and continuous improvement- Maintaining and managing external supplier contracts and long-term relationships- Monitoring corporate adherence to training for compliance with health and safety legislation- Managing the grant income stream and identifying new grant funding opportunities

Learning and development role originally in the newly formed Virgin One Account, an innovative and creative workplace, which later became part of the RBS. - Managing the identification, development, delivery and evaluation of compliant learning events- Responding to business, process, system and regulatory changes with appropriate training- Developing Development Paths that reflected the learning requirements for staff at all levels- Providing coaching and development support for Managers - Managing and developing a team of Business Trainers, across multiple sites: the team received a Highly Commended Award for its entry in the National Customer Service Awards under the category of Customer Service Training Team of the Year 2005- Commissioning appropriate external learning and development resource where required