Strategic performance ownership and leadership includes HR, OD, D&I, SWP, Early Careers, Transformation & Change.Significant leadership across transition and transformation - impactful multi-million pound projectsImpactful leadership and governance – extensive Early Careers expertise across people capabilities and talent programmes.Organisation design & development – integrated people cultural and leadership transformation strategies that ensured OD… Show more Strategic performance ownership and leadership includes HR, OD, D&I, SWP, Early Careers, Transformation & Change.Significant leadership across transition and transformation - impactful multi-million pound projectsImpactful leadership and governance – extensive Early Careers expertise across people capabilities and talent programmes.Organisation design & development – integrated people cultural and leadership transformation strategies that ensured OD interventionsPeople data and analytics; short and long-term L&D and people strategies; high value HR strategic transformation - implementation and harmonisation.Successful and board leadership & strategy - strategic oversight for capability and training across matrix structure across the UK; board and committee membership. Show less

• Significant board and public sector agency arrangements with strategic ownership and operational leadership.• Executed transformational ‘Building for our Future’ strategy • Performance ownership and leadership for HR, OD, D&I and L&D operational teams. • Implemented organisation restructure and comprehensive redeployment programme.• Employment proposition frameworks.• Enhanced employer relationships.• Significant CSR leadership implemented a complex engagement external… Show more • Significant board and public sector agency arrangements with strategic ownership and operational leadership.• Executed transformational ‘Building for our Future’ strategy • Performance ownership and leadership for HR, OD, D&I and L&D operational teams. • Implemented organisation restructure and comprehensive redeployment programme.• Employment proposition frameworks.• Enhanced employer relationships.• Significant CSR leadership implemented a complex engagement external ecosystem locally, regionally and internationally. Show less

• Board accountable and public sector agency working: £90m turnover and 2,000 employees.• Organisational design and transformation; consolidation yielded 10% bottom-line improvements.• HR, OD, finance, risk, business development, management systems and marketing.• Ownership for harmonising and introduction for HR and OD operational practice and policy.• HR and OD analytics and performance dashboards.• CSR and partnership working, negotiations, and relationships.

• Leadership across the £65m turnover and 1,200 employees.• Transformation leadership across newly merger college organisation.• Harmonised and aligned HR and OD operational practices and processes across the organisation. • CSR agenda - extensive partnership working, external agency and stakeholder success.