As a member of the global learning leadership team, I develop and implement the Learning & Development (L&D) strategy for the region, supporting local L&D partners to ensure alignment with business and client needs. My approach emphasises realistic, practical application and growth through collaborative best practice sharing.Key Focus Areas:• Leadership and Development Programs: Design and implement programs for all levels, with a special focus on senior management and unique team dynamics, enhancing leadership effectiveness and team cohesion.• Applied Critical Thinking (ACT) Program: Foster a culture of deliberate challenge and high performance through our network of ACT Champions, driving innovation, encouraging diverse thinking, and improving decision-making.• Personalised Coaching: Provide coaching support to leadership and critical talent using various psychometric tools, supporting ongoing development and increasing employee engagement.• Strategic Consultation: Advise business leaders on shaping people strategies, critical talent management, key decision-making, change management, client relationship maintenance, career management, and cultivating a high-performance mindset.• Global Collaboration: Co-create and drive essential global programs and initiatives, ensuring alignment and consistency across regions, and promoting cross-functional collaboration.• Blended Learning: Harness technology and leverage the benefits of AI evolution to enhance the blended learning experience, making learning more accessible, inclusive, and effective.• Data Management and ROI: Track return on investment and provide insights to inform business and talent strategies, ensuring data-driven decision-making.• Team Management: Delegate tasks to align with individual talents, career ambitions, and skills, fostering a supportive and productive team environment.

- Regional lead for Learning and Development strategy, working in collaboration with local CEO's, HR and L&D leads. The key skill is building strong relationships, understanding business need and the ability to influence without authority.- Leading the developmental aspects of our regional Critical Talent Strategy to help build a culture of high performance at the senior levels of our organisation, through a range of different learning activities. Our programmes are engineered with the future in mind and designed to be agile and flexible in structure, to enable the content to evolve in line with business and participant needs. - Cross-market senior leadership training design and delivery most notably including the creation of a virtual Mentoring programme, virtual and classroom training on relevant topics including pitch craft, critical thinking, consultative mindset, training design/delivery and an online central learning hub. Training design includes face-to-face, virtual, and online in Craft skills and Personal Development.- Delivery of bespoke team development sessions to leadership and board level on a needs basis utilising psychometrics where appropriate to help improve performance, and effectiveness, resolve conflict and challenge 'dysfunction'.- Part of the Global Learning Council formed to manage the global L&D strategy and support in TNA, design, comms, and delivery of global learning initiatives.- Managing regional L&D comms to showcase relevant and useful learning material and opportunities to all levels.- Managing and providing 1:1 coaching and development support to our senior leaders as required.

Responsible for needs analysis, design, delivery and evaluation of training for all agencies within the UK & Ireland (c425 employees in total). Working with senior leaders to manage budgets and create the overall learning strategy, aligned with strategic people goals and developing organisational capability. Working as part of a global project team to design and deliver Performance Management and Management Development programmes.Design and deliver regular communications about L&D opportunities to employees, highlighting both classroom-based courses and online/e-learning/social learning opportunities.IPA CPD contact, ensuring the business meets (and exceeds) the CPD criteria required for continued membership of the IPA.Key Achievements:- Established a regular calendar of training events covering fundamental training/learning needs. Opened channels for employees to register their own training needs. - Management Development Programme - supported the design and delivery of the Global Management Development Programme in the UK & Ireland. Supported the design and delivery of a train the trainer programme for EMEA HR leads to enable them to deliver the material in their own markets.- Train the Trainer Programme - Designed, built and delivered a Train the Trainer programme to support SME's to create and launch training on their subject areas. - Launched company wide Mentoring Programme with 50+ active partnerships across the business

Specific responsibilities included Leadership and Management Development programmes, Performance Management and on-boarding. Role has global scope of 500 people with primary focus on support of London, Dublin and Cape Town. Key objective for the training was to deliver engaging, impactful interventions that supported the business to understand and fulfil its requirements as a result of becoming regulated by the FCA. Built L&D infrastructure starting with writing policies (L&D, Talent & Performance) that aligned business practise to FCA requirements and embedding them into the organisation.L&D best practise advisor to business SMEs and leadership groups. Worked with teams and individuals to conduct gap analysis to determine L&D support required. Worked in the business to build in-house expertise to design and deliver their own training. For example, support Risk team to meet FCA expectation by embedding conduct risk across the business. Designed and launched a management development programme to 150 managers in London, Dublin and Cape Town. The programme for non-managers to be designed to align with this programme will ensure a natural progression for future managers. Project management of the redesign of the performance management programme for all non-customer service employees in London, Dublin and Cape Town. The project included procurement and integration of a new system, writing a new performance policy, building an interim process for use during the system build and training design. The training design included a programme of workshops for both Line Managers and Direct reports to support both the ‘how’ and the ‘what’ of managing performance and nurturing talent in others and self respectively. Project management of Wonga Fundamental’s Training. 10 core business e-learning modules that cover both mandatory and policy training requirements. The training ensures Wonga complies with its commitments to the FCA.

Designed, developed and delivered training and development programmes to support the development of leaders, managers and non managing employees across the business. Primary responsibility for500 employees across London, North America and Singapore.Created and managed ‘The Talent Cycle’, a 6 stage training framework with two key purposes; to improve the impact of and better quantify the effectiveness of the workshops and training to the business. The Talent Cycle was delivered organisation wide to HR Managers and relevant business leadership to ensure the global talent development framework remained relevant and effective. Implemented a new 3-month global on-boarding framework in all 5 business locations. Scope included first day induction experience, graduate development programme, buddy process, key business area training and variation for senior leaders. Training was delivered to 15 local champions to lead delivery in their locations.Launched a coaching and training framework that included a 2 day intensive workshop, with access to an individual coach. 30 internal SMEs from across the company were invited to attend to develop their ability to run area specific training sessions. This provided development opportunities for those performing well in their roles. This reduced reliance on external trainers, ensuring that all locations had immediate access to training resources, as well as reducing costs.Designed and delivered behaviour-based workshops and development programmes on interpersonal skills and line management skills, adopted for a global audience. This included Myers Briggs ‘type feedback’ and coaching to individuals.Evolved and delivered training for mentors and mentees across the business through a series of skill group workshops. This was well received and was integrated into the on boarding programme and rolled out as mandatory for all employees globally.

Directly responsible for the design and build of a new performance management system and training to support the ‘what’ and the ‘how’ of managing high performance. The scope of this role included 350 permanent Crossrail employees as well as 300 employees from partner organisations as it required complementary data and processes.Achieved 15% increase in the strength of leadership (based on 2012 v 2011 employee opinion survey) through the design and delivery of leadership development interventions. Designed and delivered MBTI team development sessions which led to improved collaboration across teams brought together in a business merger. This helped form the foundations of a wider plan for longer term team development.Worked collaboratively with stakeholders across multiple organisations to redevelop and implement the performance management procedure. This included the integration of values and competency frameworks as well as monitoring and reporting the quality submissions. Coached line managers and individuals to deliver their responsibilities within the performance management process.Designed and delivered team building interventions following major organisational change to ensure new teams could work more effectively together.

Responsibility for the personal development of 350 permanent Crossrail employees and project partners.Designed, delivered and evaluated management development programmes as well as bespoke learning and development interventions to support the development of interpersonal and management skills across the organisation.Designed systems-based training, e-learning and technical training workshops.Led design and delivery of the new starter framework and wider on-boarding programme. This was a multi-site operation for all project partners as well as permanent Crossrail employees.Analysed development plans following mid and end of year reviews. Liaised with managers and individuals to advise on personal, team and organisational development requirements.

Responsible for training and development needs of all 400 call centre based employees.Assessed and evaluated the impact of training on business results; improved profits, reduced costs and provided evidence of a return on investment. Evidence from the QA team also demonstrated an improvement in customer service.

Line managed teams of up to 8 people who worked on a shift basisDemonstrated sustained performance and business development in customer service, marketing, accounting, profit increasing, sales and loss/cost control in 4 branches over 3 yearsIncreased additional income by 36% and overall income by 20% by managing a competitive sales culture, contributing to the branch achieving operational profitability for the first time in its historyIncreased new business generation through solid marketing and account management, achieved across various sectors both local and nationalResponsible for identifying, planning and executing needs for training, performance, educational programmes for both graduates and low skilled workersGeneral human resource management including: recruitment and selection, authorising payroll, succession planning and other team management duties