• As the OUs Organisational Design expert, provides OD thought leadership, leads on all aspects of Organisational Design (OD) for the OU and operates at a strategic level supporting senior business leaders, Faculties and Business Units.• Provides portfolio leadership and governance oversight, OD project management, tools and templates, workshop design and delivery, and support across all OD projects. Current portfolio is 15 OD Projects aligned to four-year business plan savings targets for Finance, Digital Services, People Services, Marcoms, Academic Services, Faculty Academic and Professional Services • Leads on organisational design for the OU’s Campus 2030 strategic programme. Developing operating models anticipating and responding to HE insight, and alignment with proposed academic model, estate plans, partnerships, and OU ambitions.• Creates and builds organisational design capabilities and expertise across the OU and within People Services. • Established the OU’s 5-phase comprehensive end-to-end Organisational Design and Governance framework for all OD projects in seven weeks. Ensuring OD Projects optimise all aspects of EDI, structure, people, culture, process, and technology and promote Lean/continuous improvement, process, and systems development, simplified organisational structures, enriched employee experience and greater organisational effectiveness.• Provides direction, tools, templates, workshop design and delivery, comms, engagement, culture change management and HR elements, and underpinning governance system for highlight reporting, and project management to keep projects on track. • Created an environment for better ongoing collaborative working within and across Faculties and Professional Services, to ensure the OU has the optimal shape, size, structures, and operating model to achieve strategic objectives, culture evolution, and achievement of four-year business plans savings targets.

Operating through own business providing clients with HR Director level services, organisational design, HR, business and digital transformation solutions and programme delivery, end-to-end HR and payroll systems procurement and implementation.

Responsible for leading and delivering the People Strategy for the Council. Providing strategic HR, OD, EDI and employment law advice and guidance to the CEO and Senior Leadership Team. Leading, directing and developing the HR Team and supporting managers and teams deliver services and improve performance.

HROD technical solution Lead and overall programme lead for Change Management, and Comms and Engagement for ERP HROD/Finance Programme. Responsible for HROD transformation, operating model redesign, HR & Payroll system procurement, implementation planning, organisational comms and engagement, user adoption, continuous improvement, benefits realization.

Delivered new Target Operating Model for all ‘Customer’ functions and services. Including Contact Centre, Regulated Services, Libraries, and Insight. ECC adopted his OD Framework, facilitated workshops, and guided key stakeholders through development of a new Customer Vision, culture change, and approval for my 4Hub customer centric operating model design. Also built OD capabilities within People Services via action learning activity and delivering OD master classes.

• Top line review of BEIS Governance structures - Board and Committees and provided recommendations to improve processes and structures for allocation, assurance and monitoring of Departments funding allocation of £74 Billion • ‘As Is’ review of Energy and Security Nuclear Directorate operating model. Worked with Director General, Directors and their teams to implement the ‘Team Nuclear’ branded organisational development, cultural change, EDI, and organisational design project to support delivery of the Government’s Energy White Paper commitments, ongoing protection of UK’s civil nuclear assets and position Team Nuclear to maximise opportunities for the UK as a global industry leader. • High level operating model design for transfer of functions from UK Space Agency to newly created Space Directorate

Recently completed 18-month assignment leading client through a HR service and systems transformation programme; moving outdated and outsourced HR operations services to an in-house tailored solution in support of wider transformation. The Client now has a new People function operating model and PeopleHub – a cloud-based, access anywhere on any device, company branded integrated, customisable, HRMS, L&D, Payroll, recruitment and onboarding solution built on MHR’s iTrent platform, with comprehensive reporting tools, enabling business continuity during COVID19 pandemic. • Leadership and management of all programme workstreams - system Go Live delivered to plan and budget• Produced consolidated HRMS Business Case, £200K cashable savings • Provided programme assurance, Governance, PMO and Programme Board secretariat and reporting• Risks and Issues owner; ensuring supplier and implementation team complete the timely close out of all issues• Applied user research to understand ‘as is’ user experience and inform ‘to be’ HRMS solution requirements• Procurement Lead - produced requirements document, conducted market scanning, completed supplier shortlisting and selection, contract production and negotiation, contract award and supplier contract management• Implementation lead - directing, guiding and working with and through internal implementation team, IT function and supplier consultants to scope, build, test solutions and integrate legacy systems and transfer 1000s of pieces of payroll, pensions, employee data successfully transferred from legacy systems and suppliers• Redesign and simplification of all online and off-line people processes, introducing 60+ new automated processes• Change Management Lead - Stakeholder management, change impact assessment, change readiness, comms and engagement strategy, embedding new ways of working and People function operating model redesign

Designed and transitioned the Skills Funding Agency in 2008/09, now back working on the next stage of evolution; supporting the vision to increase apprenticeship provision by having an organisation with the right mix and balance of functions, interactions, capabilities and skills.• Designing a simplified, user journey centric Future Operating Model built around customer centric functional areas and capabilities that promote and support ‘digital first’ self-serve user behaviours through digital enablement• Key service capabilities focused on marketing and engagement, digital capability, business operations, compliance and anti-fraud, customer support and under-pinning technology stack.

• Successfully delivered on time, with no slippage and to ultra-tight milestones, a new SFIA aligned ‘hub and spoke’ Digital Services (DS) Operating Model to support UK’s first HE sector full Cloud migration and ambition to become UK’s leading digitally connected University• Effective senior stakeholder management and engagement resulting in Business Case sign off in 6 weeks• Gained and applied customer insights into Organisational Design process • Managed PMO, project plans, hitting all milestones and key deliverables • Applied SFIA to role and functional and structural design and Role Profiles• Five-year cost modelling achieving 30% headcount reduction and 20%+ year-on-year savings against current ‘As is’ service delivery model• Managed Trade Union and employee consultation process• Responsible for comms plan, channel management, messaging and presentation materials • Populated new Service Delivery Model, managing all aspects of recruitment and selection process• Onboarding and transformation journey planning and implementation.

Responsible for leading the Worldwide and European Business Change Workstream for global roll out of Workday and European rollout of SAP Hana and Coupa. Set the strategy and detailed approach across all aspects of business change execution including change readiness assessment; Stakeholder Management; European Works Council engagement, employee communications and engagement; training strategy; devising and implementing the Organisational Design and Development Design Methodology to deliver a new Target Operating Model Design for Corporate Services and Shared Services functions including HR, Finance and Procurement.

HR Solution Lead for CGI’s bid to set up and operate a Business Services Centre providing a large County Council with multi-client Outsourced Shared Services - HR, Payroll, Learning and Development, Finance, ICT, Customer Services. Responsible for all aspects associated with the proposed HR, Payroll and L&D Service Delivery Model Design including HR, L&D and Payroll Service Organizational Design, Structures, sizing and Job Descriptions; Service Costing and Pricing; Leading competitive dialogue with client; Bid writing and final submission; Transition, TUPE, Redundancy Programme Management and Transformation Planning and Implementation; Process Mapping and Reviews; HR and Payroll system integration; HR ICT Optimisation projects including ESS, MSS, Knowledge Management, CRM projects to achieve FTE reduction, Bid Price and KPIs.

• Organisational Design for Global IT Services and Change Management approach (£25+Million savings). • Consolidating 16 globally spread IT teams with hubs in the UK, India, China, Dubai into one global ‘follow the sun’ IT service designed around a hub and spoke, design, build, run operating model • Applied SFIA to role and functional design and Role profile production• Stakeholder mapping and engagement; Comms and Employee Engagement Plans and messaging; • People Transition Plan; Redundancy Planning and producing HR Documentation and Consultation Pack.

• Produced Organisational Design Programme Methodology for Organisation’s Redesign and Transformation Programme. – Products included Governance arrangement, Programme Themes and Workstreams; Route Map & Milestone Plans; Business Change & Communications and Engagement Approach; Voice of the Customer Insight Plan; Stakeholder Segmentation, Presentations and Tools and Templates• Provided HR BP support and guidance to Regional Directors/Managers in UK wide multi-site environment • Designed Leadership Development Course for Regional Directors/Managers

• Member of UK Senior Leadership Team within a complex global matrix Divisional and Group environment; developing and implementing Global, European and in-country HR strategies to support business leaders and deliver HR transformation within multi-site GMP Operations/Supply Chain/Project Management environment. • Implemented new HR service delivery model, - Applied customer insights and LEAN/PPI tools to shape HR, Payroll and L&D Service functional redesign strengthening HR Business Partnering, streamlining and improving employee life-cycle transactional processes, recalibrating role of managers and partnered with European/US HR colleagues to improve HR & L&D offering, deliver best value and align activity and consistency globally. • Turn around and built an empowered HR Team - identified and executed ‘Quick Wins’ and ‘Just Do Its’• Partnered with Director of Business Excellence to establish a culture of continuous improvement and strategic planning, championing a new objectives and tactics tracking system• Developed/implemented HR and L&D strategy, new processes and analytical improvements across employee life cycle – recruitment; on-boarding; performance management; L&D, attendance and Exit; achieving across the board metrics improvements • Linked Performance Management system to Talent Management, Succession Planning, business objectives and L&D activity • Worked with external facilitator to develop and implement Senior Leadership Team Development Programme • Worked on UK wide Payroll Harmonisation Project - RFP assessment and Vendor selection panel member• Applied Organisational Design and transition methodology, tools and guidance to deliver new Client Services Distribution Target Operating Model delivering improvements to EMEA/Global network. • Improved Employee comms and engagement by developing all comms channels – Works Council, Intranet, Town Halls, pop-up events and a high profile CSR strategy linked to supporting a local hospice charity.

Organisational Design for Tri-Borough Transformation Programme bringing 3 organisations and 27 Corporate Services functions together and into new service delivery models to deliver £7million savings, customer service improvement and establish new ways of working. Responsible for leading, designing and delivering Change Management, Organisational Design Methodology, Stakeholder Management; Trade Union and employee comms and engagement and Workforce Transition.

Sabbatical -Traveled within China and Australia. Undertook study activity on the subject of ‘Motivation' and Organisational Design.

• Leading the MoJ ICT Transformation Programme ‘Move People’ Work Stream to support delivery of new ICT Service Delivery Model. Designed and delivered products and workshops to facilitate employee on-boarding, assimilation and induction into the new organisation. Managed the redeployment and exit of employees; established Outplacement services -1:1 and team coaching; CV and job application support; built relationships with other Government Departments to place employees into new roles. Undertook Comms channel management and messaging activity. Completed HR process review, aligning HR processes across the two employing organisations.

Delivery of major OD, HR, IT enabled change programmes; Full life-cycle Organisational Design, Organisational Development, workforce transformation and transition programmes; Lead and support employee relations activity, Change Management & TUPE, Employee Engagement and Communication strategies; Design, build of HR Operating models and HR transformation business cases; Business Development activities; Leading and writing bids, presenting client pitches; Project and Programme leadership and team management; Relationship management; Stakeholder Management and engagement activity and undertaking PMO set up and management.Client Delivery • DIUS - End-to-end TOM Design/workforce transformation and transition for new Government Agency - Skills Funding Agency, replacing the Learning Skills Council• Ministry of Justice - Completed HR and Payroll Shared Services TOM for HR Transformation programme serving 100,000 employees • Berkshire Healthcare NHS Trust – HR, L&D and HR technology transformation programme – Delivered costed TOM options appraisal for HR/Payroll, L&D Shared Service delivering in-project client savings of £1Million+ Benchmarked IT system and vendor offerings • Transport for London - All transport modes Contact Centre operating costs review; produced new Contact Centre TOM - £16 Million savings• Abu Dhabi Government - Cross Government Oracle HR IMS programme • NHS London - Organisational Design and transition plan for new workforce and education information management service delivering improvements to contracts commissioning and management system • Department of Health - Partnered former HRMD client to win £25Million contract - NHS Centre for Workforce Intelligence; produced change management and TUPE plan.• 3 Local Authority Change management programmes - produced change management plans, TUPE, redundancy, redeployment and employee and Trade Union engagement frameworks for services reconfiguration and cost savings transformation programmes

Provided interim HR Director level service; programme management; retained HR consultancy services and a Value Added Reseller for Vizual Business Tools/OneClickHR - Reseller activity included marketing, selling HR and Payroll systems and Bureau Services, HR system implementation and development; maintenance contract management and leveraging system capability to inform and improve decision making. Associate Lecturer at the University of Hull between 1996 and 2006, delivered leadership, management development and communications courses for Bio-Medical School and External Business School.

• Developed positive partnership working with trade unions negotiated a fully compliant organisational change management and employee engagement framework for business transformation, redundancy and TUPE • Completed Children Services review identifying £800,000 immediate savings • Completed T&C review achieving £1million recurring saving and £1million+ income generation opportunity.

Achieved Investors in People recognition for this international engineering consulting and professional services company employing 12,000; completed HR transformation programme achieving improvements in business partner model, shared services operations, HRIMS MI integrity/HR metrics and cost reduction. Responsible for day-to-day leadership of two HR teams; delivering a new recruitment and skills competency management system and produced new Employment Contracts and improved HR processes.

• Provided Business Owners and their management team with retained strategic and operational HR support• Supplied, maintained and leveraged HR system capability for clients • Undertook management team reviews; designed and delivered leadership, personal effectiveness and HR procedural training; supplied Contracts, HR procedures, employee handbooks, employment law guidance.

As part of successful £500 Million bid for this international healthcare organisation, engaged with senior stakeholders to produce organisational structures, service delivery plans, workforce mobilisation, recruitment employee engagement and communication plans.

Nine-month assignment as acting Board Director with the brief to drive the HR agenda forward in one of the NHS’s most challenging IR environments, with over 4500 employees in a multi-site environment, £215 Million Turnover and 100 reports. • Implemented a robust recovery plan to deliver Agenda for Change, achieving 4500 job profile assimilations in 5 months from only 500 achieved in previous 12 months• Challenged prevailing Industrial Relations culture and establishing new TU working arrangements• Implemented an HR Team turnaround programme • Developed an HR Strategy to reduce sickness absence and workforce costs• Developed an effective HR Vision, HR Service and HR Policy Review • Board lead Director for the implementation of ESR, (the NHS’s new national HRIMS system)

• Day-to-day leadership/coaching/direction and development of a new HR and payroll services team• Implemented 1000+ redundancies/redeployments, built positive working relationship with trade unions,• Completed politically sensitive multiple TUPE transfers, closure of Modernisation Agency and NHS Estates and set-up of two new agencies – NHS Employers, Skills for Health.

• HR service turnaround, day-to-day leadership/coaching/direction and development for 50+ reports• Negotiated recognition & facilities agreement with 12 Trade Unions in 4 months • Merged two multi-sited public sector organisations and TUPE’d 5000 employees.

•Designed and delivered Leadership and Management Training programmes. Achieved a consistent 97% performance satisfaction rating.

Engaged with a brief to develop a client focused HR Shared Service across 5 PCT’s and a Strategic Health Authority employing over 3000 staff:• Achieved Improving Working Lives Practice Status and a positive CHI Review Rating • Developed Robust HR and Training Policies and Procedures and improved HR performance • Successfully implemented TUPE transfers in and out of the PCT’s• Effectively fulfilled role as HR Lead for LIFT Programme

Retained HR support/direction, drafted new contracts of employment/HR procedures/employee handbook.

Retained coach/HR support/direction, drafted new contracts of employment/HR procedures/employee handbook, delivered leadership development programme and procedural HR training.

Retained coach/HR support/direction, completed a management team review, evaluation of HR processes including performance management framework, ER, employee engagement and communication channels and developed a business improvement plan for this international engineering company.

• Day-to-day leadership/coaching/direction and development 40 reports• Successfully integrated two HR functions post merger • CBU management team member worked with clinical leads to improve care pathways, service delivery and achieve cost reduction, achieved recurring staff savings of over £1Million through effective shift management.

Reporting directly to the Group CEO of this Dublin based commercial printing and print related Plc with a portfolio of 17 companies that included GNE, Halycon, Lexicon Marketing Services, Kalamazoo Security Print, Kall kwik; Platignum, Pillings, Pronta Print, Wm Caples and with turnover of £200M and over 2500 employees. HR support to the Group’s CEO, Board and 17 Company Managing DirectorsDevised and implemented a Competency Framework, Performance Management and Appraisal system Undertook a Group wide HR and Training Review and developed the HR and Training strategy Developed and implemented Group wide bespoke Change Management and OD projects Managed redundancy and redeployment programmes Undertook a review of workflow systems and implemented changes in working practicesDeveloped and delivered an effective ‘Top Team’ Leadership Programme

Developed and implemented a three year transformational HR and workforce development strategy and a continuous improvement and learning culture in the UK’s largest manufacturer of Caravans and Motorhomes with over 1000 employees across six companies and a turnover of £200 million: • Successful delivery of HR Strategy achieved a £100 Million increase in sales, a 50% improvement in quality, a 45% reduction in rework and an 85% decrease in Health and Safety incidents • Achieved four Investors In People awards across the Group• Devised and implemented a Competency Framework, Performance Management and Appraisal system Implemented an in-company MBA, CMS and NVQ Programme for 1000 employees• Achieved savings of over £6 Million by successfully leading 7 Business Improvement Teams • Improved communication and employee involvement by implementing an effective Team Briefing system, Monthly Newsletters, Business Plan presentations, Staff Satisfaction Surveys, staff awards and Works Council

Successfully established a training and development culture to achieve service objectives within a new Multi-site Acute NHS Trust employing 4000 people:• Designed and delivered a comprehensive range of Leadership, Management Development, Team Building, Personal Effectiveness and Core Personnel Training and Development programmes• Implemented bespoke leadership and team building programmes that successfully improved team performance and enabled effective succession planning to occur

Successfully developed a client centred training and development service within this Local Authority employing 4500 people and lead an OD strategy that reduced customer complaints by 20%: • Designed and delivered a comprehensive range of training and development programmes covering all aspects of Management Development, Change management, Core Personnel, personal effectiveness and Health and Safety• Provided Chief Officers and Departments with a effective Internal Training and Development consultancy service