KEY AREAS OF EXPERTISERESTRUCTURING:- Disposal preparation and management including due diligence, redundancy management including Settlement Agreements and TUPE transfers and integration management. Includes HR Shared Service design and implementation.EMPLOYEE RELATIONS:- TU management and strategy, mitigating all risks, Employee Consultation Systems including European Works Councils, Employee Surveys, Dispute Resolution and Mediation, HR Policy Development, Flexible Working Systems and implementation. Industrial Action and strike mitigation planning and resolution.ORGANISATION AUDIT AND REVIEW:- Organisation and Succession Planning/Senior Management Capability Reviews, Talent Audits, Organisation Design.EMPLOYEE DEVELOPMENT:- Management Development and Leadership Programme design, Performance Review Systems and Appraisal Processes, Executive Coaching and Mentoring, IiP consultancy, HR staff mentoring and development HR function design including Shared Services.RESOURCING:- Executive and Management Resourcing and Planning, Recruitment System Implementation and RPO management; establishing Resourcing businesses.REWARD MANAGEMENT:- Incentive Plan Design and Implementation including LTIPs, Executive Remuneration including Remuneration Committee Management; Remuneration Committee Member (NED); implementation of Flexible Benefits; Pension Trustee Director including investment management. Experience of a Pension Buy In and Buy Out.

• October 2015 - To Date - Thales Group; Pension Trustee Director• November 2013 - To Date - Marshall Group: Interim HR Director. Managed change and restructuring programme; Interim HR Director, Change Consultant, Pension Plan closure • January 2013 - To November 2013 - Thales Group; Group HR Programme Director; 10 month assignment reporting to the VP of HR and responsible for delivering a HR Restructuring Programme impacting over 200 HR employees across the UK. The programme realigned responsibilities and objectives, introduced a development programme and improved effectiveness in supporting Executive and Line Management.• April 2012 - 15 – Essex County Council; Remuneration Committee Member (NED Role); 3 year appointment.• September 2011 – December 2012 - Thales Group; Group HR Programme Director; 15 month assignment reporting to the VP of HR and responsible for delivering a company-wide change programme impacting over 8,000 employees. The focus of the programme was harmonisation of terms and conditions across 20 legal entities and over 50 business locations. The programme focused on improving competitiveness, flexibility and integration across a trade unionised workforce. This facilitated the UK wide launch of a flexible benefits programme.• December 2010 - September 2011 - BAA; Interim HR Director. 9 month assignment reporting to the Managing Director of Stansted Airport; • October 2010 - December 2010 - SPI Lasers plc; Interim HR Director. • January 2010 - October 2010 - e2v technologies plc; Interim Group HR Director. Managed major restructuring in UK/France/US and appointed a new Group HR Director• June 2009 - January 2010 - City University London; Interim HR Transformation Consultant. assignment with the focus on restructuring. City University was awarded the HR Transformation of the Year Award for the project in 2010• April 2009 - June 2009- Nova Incepta/ RS Components/ QCM Limited Managed HR support in parallel to 3 businesses

Reporting to the CEO, responsible for HR across Telent. During the period following the disposal of Marconi to Ericsson, the Company moved from being a diversified telecommunications product engineering company to a communications technology services and maintenance company. During this period the following are sample achievements:· Restructured the business and appointed new management.· Established the HR organisation, revised HR Policies and implemented new HRIS.· Introduced new Incentive arrangements across the Company including an LTIP· Managed the HR interface with 2 potential purchasers for the business in 2006 and 2007; in 2007 the business was sold to Pensions Corporation· Established a resource management business (Telent Staffing Solutions Ltd), with 350+ contractors and revenues in 2008 of £12m.·Closed 5 locations and moved 500 employees to a new site in Warwick in 2007· Reduced the overhead cost base by £6m in 2008.

Reporting to the Group HR Director for Marconi plc (Rob Meakin/ Neil Sutcliffe/ Elisa Nardi); responsible for employee reduction and site closure programmes to cost and budget and mitigating all risk of ER problems. Provided the senior HR interface with the Trade Unions during a period of massive restructuring in 2004-05. Responsible for delivering the following activities during a time of massive change:• ER and HR Policy formulation activity on a global basis including responsibility for European Works Councils, Business Ethics, Business Continuity Management, Sarbanes Oxley Compliance and the management of major ER related projects including employee consultation arrangements associated with the demerger of Marconi into Ericsson across 30 countries. • Project Leadership of the project to commercialise the Marconi HR Shared Service organisation (£20 million cost/ 200 employees) in readiness to outsource all transactional HR activity to a third party. The project to outsource was cancelled in early 2003 and an internal solution proposed and successfully implemented within 6 months. • Business Disposal Management - HR leadership for the disposal of a number of non-core businesses, employing over 15,000 employees across Europe, with an annual combined turnover of over £2 Billion during 2001 - 2003. Managed the closure of 5 Marconi businesses in 2002-4 to budget and timescales. Gained significant exposure to innovative HR practices and employment legislation in the UK and mainland Europe and specifically France, The Netherlands, Germany and Italy.

Managed the HR aspects of the disposal process for Marconi Capital in Europe (10+ businesses, £2 Billion turnover, 20,000+ employees). Disposal processes completed to budget. Included businesses in the UK, Ireland, Germany, France, Italy, The Netherlands.

Marconi Avionics Group – GROUP HR DIRECTOR An autonomous defence business subsidiary of GEC, (now part of BAE Systems/SELEX) with 9,000 employees across 12 UK sites plus operations in Australia, US and France. Revenues pa in 1999- £850 Million. Reporting to the Group Managing Director, responsible for HR Strategy and the management of 100+ HR employees and an annual budget of over £10M.The objectives of the Senior Management were driven by an objective to achieve a Cash Flow Return on Investment (CFROI) of 26% pa by 2001. This VBM philosophy was the driver for a number of projects for which the Group HR Director, was accountable.Successfully delivered a major change programme within VBM philosophy resulting in a 25% reduction in overhead costs; improved management span of control (from 8.7 to 12.5); reduced professional labour turnover (11.2% to 4.9%); improved employee satisfaction from the following activities:• Value Creation/ Rationalisation – 8 business divisions merged into 4; improvement to spans of control, 20% reduction in management and infrastructure cost overheads; disposal of Fabrication Business (by MBO); and outsourcing of non core activities.• Overhead Cost Base Reduction – during a period of revenue growth, the closure of 7 sites resulting in a reduction of 15% pa of the employee cost base over 4 years; implementation of a ‘Centres of Excellence’ philosophy; outsourcing programme for facilities, calibration, catering, security, reprographics and IT. • Change Management – launched and managed a number of Group-wide programmes including the Business Excellence Model (EFQM); NVQ Programme for over 500 manufacturing staff; Employee Survey (85% response rate); Management Competency/Culture Programme (MfS/MPG) for over 800 middle managers;

GEC Marconi, Sensors Division - HR DIRECTOR An autonomous subsidiary of GEC Marconi, employing over 2,500 employees on 4 sites, with £150M sales pa in high technology, military and civil aerospace products. Implemented a major organisation development programme, acquiring and integrating 3 businesses, closing 3 sites, resulting in major changes to the senior management team and resultant overhead cost reductions

FLS Aerospace, Stansted Airport - PERSONNEL MANAGER December 1988 – May 1992 A Danish owned aircraft maintenance organisation employing 1,500 staff at Stansted and Manchester Airports. Company changed ownership in 1989 and 1991 and the new shareholders embarked on a major change programme. Responsible for the HR function, recruiting 300 staff each year, introduced a performance management system across a unionised workforce, harmonised terms and conditions, restructured the reward system, managed two large scale restructuring programmes and introduced flexible working arrangements.

GEC Research Limited - MANPOWER RESOURCES MANAGER Responsible for the management of all aspects of employee development and resourcing at the GEC Research organisations based in London and Chelmsford, 2,000+ employees. Managed a 6-month consultancy project at the London Docklands Development Corporation to develop a ‘Learning Organisation Strategy’ for London Docklands

GEC plc-Graduate Management Trainee Graduate Trainee in the HR Function. A number of 4-6 month assignments to experience various aspects of Personnel and People Management across GEC which at that time was the largest manufacturing company in the UK with 200,000 employees. Completed assignments in Employee Relations, Performance Management, Graduate Recruitment; Management Development and Diversity Management.