Reporting to the Global Reward Director accountable for all reward activities across 15 EMEA countries. My key stakeholders in EMEA are the President, HR Director/team and the senior Management Team.I manage two reward professionals. Achievements included: • Newly created in 2015 this role has given me the opportunity to lead all reward programmes across the EMEA region. During this period the region has grown through acquisitions as follows: 1,000 to 2,600 employees; $637m… Show more Reporting to the Global Reward Director accountable for all reward activities across 15 EMEA countries. My key stakeholders in EMEA are the President, HR Director/team and the senior Management Team.I manage two reward professionals. Achievements included: • Newly created in 2015 this role has given me the opportunity to lead all reward programmes across the EMEA region. During this period the region has grown through acquisitions as follows: 1,000 to 2,600 employees; $637m to $1.5bn turnover; 6 to 15 countries• Managing and improving the annual performance management process• Introduction of flexible benefits across the UK business• Rebrokering all employee benefits enabling cost savings and improving employees’ understanding of their overall reward package • Telecity acquisition: Leading the reward integration project across 13 former Telecity countries. Determining the cost implications and issues associated with reward changes on employee engagement. Successfully costed both legacy Telecity rewards to determine costs for Equinix reward integration. This involved grading all legacy Telecity roles to Equinix grades, harmonising pay, bonus plans and benefits, plus the rollout out of the Equinix RSU programme across Telecity. I also managed off-cycle salary and bonus reviews through the integration period• France: Lead implementer in new single collective bargaining agreement• Reward process improvement: successfully reviewed all reward ‘touch points’ with key stakeholders to improve procedures and governance• Reward education: continuous improvement of reward knowledge of HR colleagues and employees across the business• Allowance Review: harmonised shift, on-call and overtime allowances across all countries• Gender Pay Reporting: Leading analysis and key-findings• Speaker at Employee Benefits Conference, Olympia Show less

Reporting to the UK&I HR Director and Group Reward Director, accountable for all reward activities across TUI UK&I. My key stakeholders included the TUI UK&I Board and HR leaders. Achievements included: • Management and development of reward team of four• Salary review and bonus plan: enhanced and streamlined the process with improved comms and project management• One Destination Project: leading the reward stream on this Group project to align roles and reward in the… Show more Reporting to the UK&I HR Director and Group Reward Director, accountable for all reward activities across TUI UK&I. My key stakeholders included the TUI UK&I Board and HR leaders. Achievements included: • Management and development of reward team of four• Salary review and bonus plan: enhanced and streamlined the process with improved comms and project management• One Destination Project: leading the reward stream on this Group project to align roles and reward in the Customer Services division Show less

Reporting to the HR Director for Charter International/ESAB, accountable for all Reward-related activities across ESAB which operates globally in over 120 countries. This covers the period when Charter International (FTSE-250) and ESAB were purchased by the Colfax Corporation and has called for a realignment of the total reward philosophy to encourage employee behaviours that meet the Colfax strategy and values.My key stakeholders include the Charter, ESAB and Colfax Boards, plus ESAB's… Show more Reporting to the HR Director for Charter International/ESAB, accountable for all Reward-related activities across ESAB which operates globally in over 120 countries. This covers the period when Charter International (FTSE-250) and ESAB were purchased by the Colfax Corporation and has called for a realignment of the total reward philosophy to encourage employee behaviours that meet the Colfax strategy and values.My key stakeholders include the Charter, ESAB and Colfax Boards, plus ESAB's global HR community. Achievements include: • Coaching and mentoring the CEO and executive team on all elements of reward• Designing and leading the global performance management process• Leading the cascade of Colfax values to every ESAB employee• Leading, designing and implementing a global grading framework across all Colfax platforms• Regular preparation of Remuneration Committee papers for the HR Director and Company Secretary • Terminating Charter's LTIPs and Phantom Restricted Share Plans for its FTSE delisting • Reviewing, designing and implementing an enhanced global mobility strategy and reducing costs of expatriates • Streamlining and reducing costs of employee benefits • Leading and implementing the global bonus plan to focus employees on meeting company objectives • Benchmarking salary and benefits levels across the company • Leading and improving delivery of the global annual pay review • Leading the design, review and delivery of sales commission plans • Project managing pensions auto-enrolment Show less

Leading all group global reward initiatives including:Compensation philosophy for salaries and bonusesFlexible benefits planningInternational mobilityRecognitionGroup management equity plan

Involved in all elements of Reward.Implemented job grades across whole organision.Introduced salary ranges against grades to create salary management strategy.Managed flexible benefits including brokering with providersRelaunched company car policy and recognition scheme.Created health and well-being philosophy.

Managing the survey databases and survey publications team at Monks Partnership through its acquisition by PwC.Providing reward advice to PwC's Human Capital client portfolio.

Advising and delivering total reward solutions to global companies.