Wood MacKenzie is global leader in commercial intelligence for the energy, metals and mining industries. We provide objective analysis and advice on assets, companies and markets, giving clients the insight they need to make better strategic decisions. We offer a powerful combination of:Robust proprietary dataExpert, knowledgeable and collaborative peopleIntegrated analysis and adviceWe have 26 offices globally and employ over 1300 people.My responsibilities include; Leading the HR function globally across 26 sites (US, EMEA and APAC). Developing HR Strategy, HR Business Partner to the Board, Global Employee Engagement Programme, Global leadership Programme, Talent and Succession Planning and Development, Transformational Change Projects (including culture), Organisational Design and Restructures, Merger, acquisition & TUPE transfers, Equality, Diversity & Inclusion, Employee Relations, Strategic Talent Acquisition, succession Coaching & Mentoring, Global Pay and Bonus review including LTIPs

Led the transformation of the organisation from a people perspective from a line of service model to one based around localities. Drove out payroll cost of £64m and reduced staff headcount by 600 to align more closely with demand. Developed the organisational culture with senior leaders to align to a new model of service delivery and developed the leadership programme necessary to ensure change and transformation was embedded across the enterprise. In addition I developed the talent and succession strategies for the 'Top 100' to ensure the organisation had sight of senior level talent, their development and potential next moves.

Leading a team of HR and OD Practitioners I am responsible for delivering the people practice for over 18000 staff based at over 340 locations throughout Edinburgh and beyond. I work with Executive Directors to deliver people plans which drive business outcomes and performance. Current major projects include significant organisational change and design projects to release over £150m from the cost base, TUPE transfers and a £600m integration project from other service providers.In addition, I have shaped and implemented the business's HR and OD Strategy which is based on delivering high impact business outcomes and superior performance covering talent management, employee engagement, Executive Leadership Bench Strength analysis, corporate values and organisation design principles all within a heavily unionised and politically sensitive context.

Working in partnership with senior directors as a business partner I contribute to the development of the business agenda and strategy covering:Organisation designOrganisation change and it's impact on peopleReward and payround Performance DevelopmentResourcingPeople capability build / Talent developmentEmployee Relations I am also leading the development of the Sub Sea culture change programme "Developing a Winning Culture" covering leadership engagement, change direction, principles and employee engagement processes to develop a competitive and profitable business proposition.

Assisted Havelock with its transformation journey. I developed the approach to leadership capability, culture and employment policy and employee engagment to drive the success of the Group's business strategy.

Dual role involving strategic HR Business Partnership for the Corporate HR function comprising 1000 staff. Led the development and delivery of strategic and operational people plans consistent with a transformational change agenda covering organisational design, target operating models, TUPE, outsourcing, offshoring and significant business reorganisation, talent management, leadership development and management of change. Led the OE strategy for the UK Group through development of a transformational change architecture linked to an ambitious employee engagement agenda and development of an employment value proposition which drove significant organisational effectiveness initiatives

Established HR function in 5* hotel group covering the UK, France and Italy.