• Led the restructure and transformation of the Reward, People Policy and People Regulations teams to support the implementation of a new business operating model and support the company’s response to the external challenges and opportunities as a result of the cost-of-living crisis, increased competition for talent, compliance with new regulation (SMCR, IFPR and Consumer Duty) and the increased focus on ESG and Inclusion and Diversity agendas.• Supporting the Remuneration Committee and Executive team designed and implemented a reward strategy across the Group. This focused on simplification of incentives across the Asset Management business and intermediary sales teams, alignment to the company’s purpose and strategic outcomes, total reward and supporting clarity of the Employee Value Proposition and improving Employee Engagement.• Delivered an initiative to drive improved business and individual performance through the modernisation of the Group’s approach to Business Performance Scorecards, Performance Management, Performance Related Pay and empowering senior leaders on pay decisions.• Provided leadership across the HR function regarding the impact of Consumer Duty on people related policies and practices and embedding cultural change on how colleagues and leaders consistently consider achieving the best outcomes for our customers.

· Established and headed up a new Reward and Employee Relations team following separation of the business from the Co-op Group. Identified and addressed capability gaps through focused recruitment and development of internal talent. · Supporting the Remuneration Committee designed and implemented a reward strategy across the Bank including new incentive plans following a period of regulatory censor on variable pay. Educating and training senior leaders and line managers to ensure understanding and engagement across the business.· Introduced a new approach to business scorecards, performance management, recognition and risk adjustment which supported a cultural change programme focused on implementing a revised set of company values. · Managed the Employee Relations team overseeing significant re-structuring and upskilling of leaders across the Bank reducing the workforce from 6,000 to 2,500 employees over a six-year period.

• Created a Community Interest Company providing sports coaching and mentoring to young people connected to local churches and the wider community.

· Created a HR centre of excellence providing support on M & A activities and advice and solutions to the business on the integration of people and people related activities into the Group.· Supported the delivery of the business strategy across five major acquisitions, business consolidation and rebranding, through the development and implementation of people strategies and solutions. · Spearheaded the transformation of the organisation’s pay, grading and employee progression structures from a length of service, internal, hierarchical/vertical progression approach to a market related, performance and career led progression approach. · Headed the reward consultancy service to a diverse set of business units providing advice to senior management on all reward, performance and recognition issues. In addition. managed People Services activities including Payroll, People MI and HR Systems.