The IFRS Foundation is a not-for-profit, public interest organisation established to develop high-quality, understandable, enforceable and globally accepted accounting and sustainability disclosure standards. As the Foundation expands to incorporate global sustainability standards, my role is to implement robust and international HR services that support the Foundation across all functions.

As part of the acquisition of LRQA by Goldman Sachs, the organisation had to design and implement a number of significant global operational changes. It was my job to lead these projects with SMEs and senior managers across the world, creating new operating models and delivering business simplification and system efficiency improvements.

Supporting the new group purpose launch of the organisation and embedding new principles and behaviours through HR. My role was to oversee and guide HR centres of excellence in their change projects across all businesses.

As part of Sky's multi-billion pound investment into Sky Studios, my role was to create a new operating model to integrate HR requirements into this new venture. The project objective was to implement a way of working which would ensure that the new business has the capability to operate in a compliant and effective way with film cast and crew, as well as production staff.

To facilitate the £1bn sale of LV’s general insurance arm to Allianz, the HR systems, teams and processes had to be transformed and split in readiness for the separation. It was my role to project manage the implementation of new employee recognition systems, in addition to the delivery of split learning & development and benefit & reward systems across the entire business to each of the separated companies.

After successfully leading key organisational design projects in the company's global learning centralisation programme, I was asked to oversee the delivery of the advisory service and execution of transitional learning administration projects globally for all BP. I managed teams of professional consultants and analysts in the UK, Europe and the USA, to ensure the change and transformation of BP's learning administration worldwide is successful in transitioning into centralised shared service centres.

My role was to lead multiple projects as part of the global transformation of BP’s learning centralisation. I was responsible for senior stakeholder management and delivering exceptional results to achieve success in this matrix based global program.

Having successfully designed the operating model and delivered the complex HR security screening operation for the London 2012 Olympic games, G4S approached me to transform and lead the entire screening operation for the group of companies within the UK&I region. Responsible for the regulatory requirements to BSI standards for businesses in manned guarding, cash in transit, prison and child services as well as close protection. This was a key role in the resource management and deployment of the group’s workforce.

I joined G4S to head up their security screening operations for the London 2012 Olympic Games. This was a hugely high profile and crucial role in the security arrangements of the global event. I was responsible for the design, mobilisation, deployment, delivery and dismantle of a 200 FTE operation.

I was approached by VSG, the security arm of Compass Group, to set up the dedicated outsourced service for the vetting of employees. My role in this position was directing the operations team, managing client accounts and supply chain. I had responsibility for the overall compliance structure, implementation, review and audit across the internal business, the wider group of companies and external clients.

The busy change management team source, screen, and manage the external contractor recruitment process for project-based staff within Lloyds Banking Group. My role had a national remit dealing with agencies and internal stakeholders to ensure the various projects, including Government integration, were correctly staffed and supported throughout the duration.

After 2 years working directly with the recruitment team in the City of London, I took charge of teams in the busy banking compliance process centres across the country, my role was to ensure accurate delivery of candidate validation services to the Reed branch network as well as external clients, predominantly in the banking sector. I managed significant change control in processes and team structures to be proactive in response to company and industry changes.

Working freelance for the BBC and other broadcast companies, my role in continuity was to ensure strict compliance on and off set.In close partnership with directors, producers, cast and crew, it was my responsibility to ensure that the broadcast programs were to run on time, as scripted and within the regulatory guidelines.