Head of People, Finance To obtain experience of a different business area, I purposefully moved to partner with the Deputy CFO and the Finance Leadership team which consists of c250 employees with teams across Commercial Finance, Finance Control, Procurement, Business Intelligence, Strategy, Tax and Group Risk.In this role, I acted as a coach to the business leaders by providing them with the appropriate balance of advice, challenge and support to improve capability and performance of the function. To assist in doing so, I use analytics to determine areas requiring action and recommend proactive solutions. Key achievements include:Partnered with the Deputy CFO and the Finance Leadership team to formulate the functional strategy and ensure that it aligns with the People strategyLed a team to devise the agenda the first Finance conference to launch the ‘One Finance’ strategyManaged the Finance organisational design review to ensure the right structures were in place to achieve the Finance strategyCoached and facilitated the thinking of the Leadership team around key people issues including the development of capabilities and talent Pioneered gender balance by improving ratios by 10%, using HR Analytics to demonstrate diversity figures and conducted a plan to achieve more parity Influenced and led organisational change to achieve a £1.3m savingLed an action team to improve engagement across the Finance function focusing on Strategy, Communications, Career progression and WellbeingDeputise for the People Director to partner with the CFO

Promoted to Head of People to partner with the Field Operations Director and the Network Operations Director with Field teams across the country of c2,500 employees and c3,000 outsourced employees. I had 2 People Business Partners and 1 Internal Comms Business Partner as direct reports. In addition, partnering with 1 Executive Director in Strategy and Architecture as part of the Liberty Group.Key achievements include:In preparation for the launch of the £3bn investment to deliver the Network Expansion programme, I partnered with the Network Operations Leadership team to design an organisation structure and mobilise teams consisting of c500 employees across the countryCreated an Apprentice strategy to recruit 100 Apprentices every yearInstigated a project team to assess the resource model using HR Analytics to demonstrate future demand to fulfil customer requirements for Virgin Media servicesAccomplished upper quartile engagement results consistently year on yearDeveloped relationships with the armed forces to facilitate ex-military personnel being redeployedContributed to the centralisation of the Global Technology Integration across the Liberty Group

Promoted to partner the Customer Contact and Strategy & Architecture functions; I was responsible for delivering the People agenda across c1,500 employees. I worked with 2 Directors in Customer Contact and 1 Executive Director in Strategy and Architecture. Key achievements include: Designed and implemented a new 2 year Operations Management Graduate programme with placements across Contact Centres, Retail stores and Field to give exposure to the whole customer journeyGenerated a variable reward framework for the Credit & Collections call centreLed Engagement initiatives across all the Customer Contact centres and achieved an upper quartile engagement score and an overall improvement of 7 points Facilitated an annual People Partner Forum to build relationships with our third party Partner centres across the UK, India and Philippines Collaborated with 8 third party Partners across the Customer Contact and Field teams in the UK, India and Philippines to launch our first Partner engagement survey Worked in partnership with the Liberty Global HR teams to integrate the Strategy and Architecture function in Virgin Media with Liberty Global Transformed the Customer Contact Divisional Voice forum by working with the representatives and the business lead to create a group that added value for the employees they represented

Responsibilities include managing 12 direct reports in an operational capacity, conducting monthly 121’s, coaching and development. The department operates in a lean environment so continuous improvement is the focal point. The key achievements include:Improving NPS scores, increasing first time resolution, improving SLA’sSetting up a training programme for the whole of Employee Services which includes a mentoring and coaching programmeCreating a Customer Board with the Divisional Voice ForumRe-vitalising the Voice of the Customer programme to understand our customers views on the service that is provided by Employee ServicesDevelopment of direct reports – one went on to be a team manager and 2 others progressed their careers in a project capacityIn this role I provided passion, energy and drive to motivate the team and moved forward to provide a higher class service to our customers.

The business needed to integrate teams across the company following the merger of ntl and Telewest to create a more effective and efficient company. This role was created to partner with a variety of senior leaders across the business in areas including Finance, Engineering, Contact Centres and Field to deliver change a variety of change initiatives.Key achievements include:Worked as part of a project team to close a large site affecting c500 employees and offered redeployment where possibleLed the restructure of the Finance shared service function impacting c100 rolesManaged a small TUPE in of 10 EngineersIn collaboration with subject matter experts, I designed and delivered a management capability programme for 120 managers across the country In partnership with the Strategic Business Partner, designed and delivered a development centre for Finance Business Partners