Paul Culleton Email & Phone Number

Luton, Gb

HR Consultany specialising in providing Executive Coaching.

Driving the Talent Management agenda for J&J in the Europe, Middle East and Africa region. This involved the identification of talent across 3 complex business groups; accelerating talent through leadership development interventions including Coaching and Action Learning; driving cross sector Succession Planning processes to achieve transparency; developing cross sector career opportunities across a decentralised business model; managing team of 5 people with $3m budget.

Leadership of a dispersed regional HR team in a matrix organisation through a period of intense growth (from $1.5B to $6.3B in 2007). Continuous upgrading of the HR community to meet changing demands.Focused on Emerging Markets to identify new capabilities to drive growth in the region through the placement of high potentials out of country. Specific success in Turkey, Russia and the Middle East.Responsible for the Women's Leadership initiative in EMEA, a specific drive to increase the representation of females at leadership levels driven by improved education, selection and Succession Planning focus. At Management Board level, an improvement from 20 to 35% has been achieved

Director of HR - Interim Role This role was required to support the start-up goals of a newly formed division dealing with educational software and services. The focus was on defining and assessing the top team and identifying a successor to the HRD role on a permanent basis.

High-resolution colour imaging business of $500M and 2,500 people at peakDirector of HR, Administration and Supply Chain HR leadership over a ten year period characterised by a 5 year period of accelerated growth requiring: large scale recruitment efforts in a scarce skills market; absorption of three acquired companies to enable business broadening; development of Succession Planning tools to cope with rapid change.DuPont and Fujifilm acquisition of the business in 1989 was at a time of technology change. The impact on the sales of the core business was substantial. This required substantial downsizing across global locations plus divestitures. My role was enhanced by the addition of Supply Chain responsibilities to sharpen my GM skills and business exposure.

Generalist HR role with specific responsibility for management of Employee and Union relations.

Responsible for the creation a three youth training workshops for public authority sponsors. The workshops engaged previously unemployed young people in the manufacture of products aimed at the youth market. The intent was to increase the employability of the workforce and accelerate their personal development