As part of the Building Products Together initiative, which focuses on designing and implementing Agile tribe structures, processes, and ways of working across approximately 7,000 colleagues, I led the central program workstream on Change (Colleague Experience).I utilised change methodologies, such as the ADKAR model, to create and align the colleague experience change plan across various internal and external cohorts (e.g., learning, consultants). My key focus was on implementing the change and necessary cultural shifts. I aligned all groups on the required leadership shifts, ensuring these were integrated into all interventions and activities.Although the program is still in progress, all impacted business units and delivery groups are now aligned to a single change plan and timetable of events to facilitate the change and required cultural shifts.

The Better Workplace Programme is a landmark initiative aimed at transforming BT’s workplace experience through improved environments, services, and technology. It involves consolidating from over 700 buildings in 300 locations to around 30, impacting 40,000+ colleagues across all business units.I have supported this programme in three roles, most recently as a Program Manager. In this role, I:Secured Executive Committee approval for a strategic business case addressing a major location strategy challenge.Managed the implementation of four key announcements, defining future colleague footprints with senior leaders, conducting impact analysis, and overseeing the delivery plan. This affected over 4,000 colleagues and contractors, with senior leaders praising the approach and execution.Success in this role required strong stakeholder management, effective use of program and project management tools, and adaptability to evolving delivery requirements.

Created the scope and strategy for the programme’s Change & Engagement journey, resulting in a structure underpinned by ADKAR change management principles.Built and led a team to deliver and continuously improve the engagement journey, achieving an average NPS score of +85 for colleague preparedness and understanding.Managed a £3m budget for change, communications, and engagement activities, ensuring adherence to budget and governance for overall cost management.Success in this role required clear leadership, structured resource and budget planning, and creativity in enhancing the engagement journey for colleagues.

Created and implemented core HR processes for the programme, including colleague announcements, consultations, personas, roles, and ways of working. These processes have been used for all 35,000+ colleagues over the five-year programme.Reviewed and adapted HR policies to support effective, colleague-centric, and commercially benchmarked policies at scale, which were approved and implemented across the Group.Developed key tools, such as an Additional Travel app, enhancing manager and colleague experience and saving the programme at least 2 FTE over five years.Success in this role required confidence in process engineering, HR expertise, and analytical skills to work with technology creators for effective tool development.

Partnered E.ON senior leaders in identifying and prioritising business improvements for commercial and efficiency benefits. Created implementation and upskill to support a culture of continuous improvement. Accountable for delivering a program of improvements, through the use and implementation of Lean Six Sigma, that supported the business in delivering strategic and operational performance.

Partnered with the wider HR Community and business leaders to develop people solutions to business needs /direction through solid change management, cross team working, policy creation and Trade Union consultation. Took responsibility to lead design, governance and strategy relating to business reward design, HR policy and complex ER matters.

Line management responsibilities for a team of Advisors (ERA’s) which supported all 10,000 UK colleagues and line management with ER issues. The role looked to improve the capability of management, business culture and visibility of ER environment in the business through coaching and developing the team in use and advising on all HR Policy, assessing and analysing MI trends and reviewing/improving inefficient processes.

This role partnered operational leadership team members to support in creating and delivering the people agenda. A truly generalist role that led on all HR activities, such as HR change projects (including TU and employee consultation), ER issues, talent and succession planning, communication and engagement, working with an L&D/Resourcing Consultants in order to understand the L&D / Resourcing requirements

• An 18 month scheme comprising of four placements across the various business units and areas of the HR function. • Placements included – HR Generalist (working on a centralization project), Project co-ordination (implementation of an I.T. system), Project co-ordination (senior management pay) and a further HR Generalist placement (Improving business contract performance).