Spotted Zebra is helping the world's largest companies solve the skills-gap crisis. The World Economic Forum describes the crisis as one of the biggest challenges of our time, second only to climate change. It's a $11.5 trillion dollar issue that's having a greater impact on world economies than COVID-19. To survive, enterprises are becoming skills-based organisations. But most are failing because they lack the right tools. Spotted Zebra changes that!Spotted Zebra's workforce management platform helps the world’s largest companies solve the skills-gap crisis by becoming skills-based organisations.

Entrepreneur First brings together extraordinary people to build startups from scratch in London, Singapore, Berlin, Hong Kong, Paris and Bangalore. EF funds individuals and help build co-founding teams, develop ideas, and accelerate through fundraising from the world's best investors. EF have built over 150 companies, have over 1000 alumni worldwide, and our portfolio has a valuation of over $1.5 billion. EF's major exits to date include Magic Pony, led by Rob Bishop and Zehan Wang, which was acquired by Twitter for a reported $150 million only 18 months after the founders met on the EF programme.

Overall responsibility for the optimised delivery of wide-reaching, data driven psychometric solutions for successful client outcomes. Leading the UK business across R&D, consulting and sales to ensure that our products and services align with client needs - today and in the future. Act as a project sponsor for key global solutions, working in partnership with clients and internal teams to define key success metrics and measure the impact of HR interventions.

Leading the SHL Talent Measurement business in UK & Ireland. Delivering market leading talent solutions through our world class account management and consulting teams (110 FTE in the UK business).

In essence, this role exists to ensure the effective development and delivery of regional plans and activity that meet the strategic and operational objectives of CEB SHL:1. Driving continual improvement in the effectiveness and efficiency of the region2. Initiating and building engagement around, and support for, the delivery of targeted activity at a country level that drives growthKey accountabilities include:- Sales and revenue realisation across the region, making recommendations for changing roles, coverage models or team configuration in order to maximise productivity and achieve plan- Developing regional processes (such as pricing, governance) in line with corporate frameworks to ensure revenue growth whilst managing risk and margins- Leading regional and country specific business reporting and review processes, working with MDs and Operations Leaders in each country to implement agreed business improvement priorities- Partnering with local Operations Leaders to ensure core processes adopted consistently across the regionDuring this year, I was also Head of Sales for the Nordics region. This involved resegmentation of the accounts to better serve customer needs, including the identification of international and local accounts (with the team aligned accordingly). We achieved 15%+ growth in the first year of this new sales model, which was a great achievement by the team.

- Member of CEB SHL Talent Measurement solutions' Global Leadership Group, Senior Leadership team (Global) and UK&I Leadership team. - Accountable for delivery of all UK&I Consulting projects, including face-to-face interventions, product consulting and bespoke online assessment design, and training.- Responsible for ensuring optimum utlisation of 25+ FTE Consultants, 10 members of Operations team (Programme management, resourcing and reporting), and extensive associate pool- Responsible for ensuring solutions remain leading edge and continue to delight our clients, securing case studies and business outcome studies

- Member of UK&I Leadership Team, working alongside VP Sales and VP Consulting to set strategy for the business and to create solutions in response to commercial challenges - Responsible for delivering commercial analysis and reporting on/forecasting UK&I business performance, to inform decision making process at UK&I and Group level- Lead on reporting to the SHL Operating Committee, producing UK&I Board Reports, monthly/quarterly UK&I performance data, and defining and measuring progress against UK&I Leading Indicators - Lead responsibility for planning and implementation of key sales initiatives, such as subscriptions, bid process, Sales Transformation (selling skills and account management), and reboarding clients - Alignment of presales time to specific accounts and measurement of impact of this activity - Responsible for ensuring client propositions embedded within the UK&I sales and PS team, and measurement of their success within the UK&I- Accountable for the performance of the Commercial Operations team, comprising 9 individuals who provide analysis on business performance, support client management and delivery activities, and resource all client delivery and presales interventions. - Accountable for the optimal delivery of sales support activities, and for continuing to find both content and process improvements to enhance business functioning

- Responsible for developing the capability of the UK Consulting and sales team to sell and deliver our propositions in a way that adds maximum value to the client. - Responsible for the continual development and refinement of our go-to-market propositions; including volume recruitment, graduate recruitment, leadership assessment and restructuring- Accountable for ensuring that our consultant capability continues to develop in a way that aligns with the needs of our clients - Responsible for recruitment and induction processes for new consultants, and for the creation of clear development pathways and development opportunities- Delivery of senior-level client interventions, such as Talent Management, coaching, executive assessment- Member of the UK Management team

Principal Consultant specialising in the delivery of Talent Management, Senior Assessment and Development interventions, OD and coaching

As Account Director and then Business Development Director for SHL UK, I had a number of key responsibilities. The first was to manage a number of key global account relationships, including UBS, Vodafone, Royal Mail, EY and KPMG. Secondly, I was the SHL Public Sector specialist, joining up our thinking and activity around this sector and supporting the SHL Sales and Professional Services team with projects and proposals within the sector. Thirdly, I worked with members of the UK Sales Team, providing support and coaching to them with particular clients or projects.In addition, I maintained a particular focus in the area of Talent Management, and presented on this topic at the HRD Conference (ExCel), the CIPD Conference in Harrogate and the 'Talent Management in the Public Sector Conference' (Queen Elizabeth II Centre, London) during this period.

Whilst working as a Senior Consultant at SHL, I delivered projects across the entire employee lifecycle. This included:- job analysis, competency design and talent framework design- the design and delivery of assessment and development centres- developmental feedback and coaching- Level A and B training- Competency design training - Assessor skills/interview skills trainingI particularly specialised in the design and delivery of multi-strand, high profile projects, and managed a number of projects within different sectors and across geographies. This included the delivery of an extensive assessment and talent management project in Saudi Arabia, a number of development centre events for clients in Europe, the design of several global competency frameworks, succession planning and talent framework design projects, and the creation of a career pathing framework for the Marketing Division of a US based financial services company.