Working mainly as a Programme Director for Said Business School designing and delivering Executive Education.

Owner & Director of own business providing Executive Coaching, Leadership & Executive Development, Team Building & Facilitation. Working with Said Business School on various projects and with amazing clients.

Associate Consultant with Q Learning delivering leadership development and executive coaching

Customised executive education at Saïd Business School builds leadership and strategic capability to enable organisations to transform and change in the face of a complex, ever-changing world and market.Client Director accountability:• Business development, including sourcing and securing clients from global commercial organisations looking for bespoke executive education solutions and interventions that build capability and transform.• Preparing bids and proposals, pitching and winning business.• Designing and delivering, as Programme Director and Tutor, executive education for C-suite delegates, emerging talent, executive leadership teams.• Working with clients to evaluate and embed the learning.Additional activities include providing organisational development, talent, HR and change management consultancy to clients, along with Executive Coaching.

OSJCT provides high quality person-centred residential and nursing care for older people. It cares for over 3,500 older people with circa 5000 employees in a variety of settings across Lincolnshire, Oxfordshire, Gloucestershire and Wiltshire including care homes, extra care housing and day centres.Website: http://www.osjct.co.uk/Driven significant change across the Trust in terms of culture, processes, governance and professionalism, alignment with the strategy, market forces and making employees feel involved and valued.Complete overhaul and transformation of all aspects of HR including the strategy, purpose, relationship with the Operations team in the Homes, processes, policies, and team.

Created and implemented a talent and organisation development strategy and supporting processes to build organisation and leadership capability, develop talent pipelines, change mind-set and behaviour – measured through EE scores, 360 feedback, health of succession plans and skills gapsDrove a cultural change from paternalistic to adult: adult culture through the initiation and implementation of a variety of interventions including a revised set of organisational values, leadership coaching as a way of working, revised performance management process, targeted coaching with senior stakeholders, training, education and communicationCreated a global employee engagement strategy for the business including identifying the drivers of engagement, how to measure and drive insight from the results; implementation of the strategy improved engagement scores. 2014 response rate of 85% +3%LY, global EE score of 57% +3%LY against external benchmark of 51%Created a strong case for diversity and inclusion; wrote and implemented a diversity and inclusion policy and strategy; obtained Board involvement and followed through with an implementation plan that improved female statistics at senior levels by 5%, and valued/inclusion scores in the engagement survey increased by 4% to 70% in 2014Delivered change management expertise for major programmes including implementing SAP in our USA business; outsourcing recruitment; and engaging employees in the vision and strategy of the organisation

Part of the management team accountable for the Central Heating Services divisionDeveloped and implemented a People Strategy for the business to give direction and alignmentManaged the restructuring and associated redundancies of the 400 strong sales forceDesigned and implemented a modular manager development programme for all team leaders to improve manager effectiveness and cultureFull accountability for organising and delivering a conference and exhibition for 2500 employeesManaged the integration of a new business and approximately 80 employees acquired under TUPE

Oversaw the change management aspect of the SAP implementation (HR & Finance modules) for UK British Gas businessesManaged the HR Transformation programme for changing the HR business model including outsourcing shared services, increased e-centric approach, change in culture and rationalisation of HR personnel

Part of a small team of high potential and MBA graduates focussing on key strategic issues across the business. Projects included:Strategic project to deliver customer metric scorecards for each businessCreation of customer experience survey for One.Tel and improvement to contact centre efficiencyReduction in number of debtor days for ‘home’ customers

First 'proper' HR role - spent time in both Employee Relations and Employee Development to learn the trade.Roles included Employee Relations Officer, Employee Developemnt Adviser and final role was Group Mgt Dev Adviser accountable for graduate recruitment and development, talent, leadership and Executive recruitment, development and performance management across the Group