Profile• Deep expertise and wide experience developed across a range of organisations in the private, not-for-profit, charity and public sectors.• Successfully driving culture change and inclusivity to improve organisational effectiveness.• Proven track record of developing and leading high-performing teams. • Building collaborative and effective relationships with CEOs, Boards (including Chairs and Remuneration Committee members), Senior Leadership Teams and stakeholders. • Capable, confident and trusted communicator at all levels.Areas of expertise• Leadership • Strategy & Planning • Project Management • Organisation Design • Recruitment and Onboarding • Coaching and Mentoring • Pay and Benefits • Learning & Development • Policy Development • Equality, Diversity & Inclusion • Employee Relations • Stakeholder Engagement • Change Management • Corporate Governance (including Remuneration Committees) • HR Information Systems • HR Metrics and Data Analytics • Union Negotiation • TUPE • Internal Communications • Facilities ManagementKey Achievements• Introduced a business partnering framework which took HR from being solely an HQ function to providing a comprehensive HR service to the 43 Police Federation branches in England and Wales.• Led a major programme resulting in 225 staff (75% of the total) moving to market pay-based structure and revised contracts based on standardised working hours.• Implemented a development and communications programme to improve managers’ handling of capability and conduct issues (resulting in a 50% reduction in internal cases and 90% reduction in Employment Tribunal cases). • Led a complex TUPE transfer to completion when Bristol City Council outsourced a £20 million contract for children’s services, with 30 organisations and 300 staff in scope, major stakeholder management challenges (because of the involvement of councillors, officials, MPs and three unions) and significant DB pension risks. • Led a major change programme to save £4m after a 60% reduction in government funding. This meant a reduction in staff numbers of 40% (150 staff) through redundancy and redeployment, and outsourcing the IT function to save an additional £1.5 million. • On EDI, introduced programmes to tackle diversity and improve managers’ knowledge and support for staff with neurodiverse conditions and cancer; addressed equal pay issues by implementing new job evaluation and grading systems, and benchmarking salaries using comprehensive and objective external data.