• An interim role, where I was brought in to establish a new HR function.• Creating / reviewing contracts, policies and procedures• Establishing new best practice processes eg Onboarding, Return to Work, Disciplinary, Grievance & Capability• Running consultation period (for changes to contracts etc)• Providing guidance on current employment law• Handling and resolving complex ER cases• Mentoring / Coaching new inexperienced HR Manager and HR Assistant

• An interim role, where I was brought into “fill a gap” within the Leadership Team, to develop and build out the offering of End-to-End Process design for their clients.• Created best practice guidelines via ‘offering’ templates, which defined the Company’s delivery methodology for E2E process; streamlining their approach and providing accurate costings • Engaged directly with Clients to convey and clearly define the new and consistent approach to the Company's E2E process offering.

• Responsible for the Project Management, design and implementation of all in-scope processes for the Global Workday Transformation. This included the ‘Optimisation’ of previously launched modules which were not effectively ‘managed’ into the business such as CORE HCM, Movers, Exits and Onboarding. This meant effective use of change management techniques to drive employee buy-in.• In addition to this challenging re-work, this meant ‘starting over’ with Freshfields’ employees who were already frustrated and disenfranchised with a system which was not providing value / ROI.• I was also responsible for concurrently leading a team in the implementation of totally new modules ie Learning, Recruitment and Talent; oftentimes utilising the same employees to build the processes. It was a testing environment which took all of my stakeholder management skills to project manage. • I created the first set of Global Processes for Freshfields, following the numerous global workshops that I facilitated for Talent and Recruitment; in addition, I worked closely with the Global Continuous Improvement Team to ensure that the processes were maintained and updated as necessary.• Developed, delivered and evaluated global training for all relevant modules and changes to process• Additionally, I led a team of 5/6 Consultants including those from PWC and employees of Freshfields; I had formal Line Management duties to perform and roles and responsibilities to assign to ensure strict deadlines were met and that there was no movement to the right on my project plan.

Identifying, developing and mentoring the IBM Global Business Leaders of the future on the award winning IBM "Associates Programme". (Targetjobs Graduate Programme 2020 for the 3rd Consecutive Year).• • Managed Graduate teams in excess of 35 people. Responsible for recruiting, mentoring, coaching and training high calibre university graduates selected to join the 2-year Graduate Programme. Gained reputation as the 'go to' graduate manager for delivering superior coaching and mentoring to high-performing graduates viewed as the future leaders of IBM Global Business services. My performance as a Manager was recognised in feedback from graduates and business leaders alike.

Client facing Senior HR Resource, drafted-in to a variety of Blue Chip Companies (eg Deutsche Bank, Siemens, Linklater, BP and Puma), to provide varied support, guidance and insight ranging from impromptu Crisis Management through to planned activity such as HR Transformation, Training delivery, Change management and Policy development.• Cultivated strong and lasting customer relationships by advising industry leaders on the true nature of a Workday deployment, ie the change effort and HR Process design that is a critical element of a successful implementation.• Increased client satisfaction ratings via NPS by resolving difficult customer issues through to completion, measured via detailed customer surveys.• Designed and facilitated Global Workday HR Process Transformation workshops and the relevant training programmes, enabling the capture of all relevant data for future workshops and to identify fit / gap analysis.• Excelled at digital change management, influencing and stakeholder management at a senior level and in multiple impacted countries • Provided highly regarded HR expertise across various disciplines eg Workday, HR Transformation, Project Management, Operating Model, Organisational Design for household names such as: Puma, BP, Deutsche Bank, Linklaters & Siemens.

• Successfully deployed ‘Workday’, Diageo being the first company to do so "Globally" (EMEA, APAC, Americas); applying change management methodologies across all impacted countries• Led a team of 7, including consultants and Diageo employees.• Designed and facilitated process redesign workshops and associated training sessions with global senior representation, including change management elements.• Worked in partnership with the relevant global market CI teams to ensure the newly designed processes were embedded and more importantly maintained and updated.• Worked in partnership with the appropriate European Works Councils, to ensure all new processes and ways of working were agreed upon• Demonstrated excellent influencing skills with managers and stakeholders at all levels from C-Suite to Line Managers and employees.• Ensured due diligence and governance across all relevant points of the project lifecycle, through thorough project management.• Reviewed and validated personal experiences via employee surveys evaluating both the success of the implementation of the Workday system but also the personal impact that was felt on an individual basis.

Responsible for reviewing the HR Global Operating Model and Headcount for Diageo's Global, Multi Site HR Shared Services model.

Responsible for alignment of all processes contained within the "Employee Lifecycle" globally.