Sarah Barron Email & Phone Number

London, Uk, Gb

Delighted to be leading RELX’s Global Centre of Expertise for Talent & Capability working with a truly talented team and HR colleagues.

Aarhus, Dk

Responsible for building and leading Vestas´ Global Talent Function aligning all key areas of Talent (Talent Acquisition, Learning & Development, Leadership Assessment & Development, Performance Management, Talent Development, Employer Value Proposition, Inclusion & Diversity and Succession Planning) to enable and drive Vestas' Global Leadership of Sustainable and Renewable Energy.

Recognised the need to pause and reflect on career choices made and to be made in the future. I needed to read, study and educate myself on more up to date perspectives on leadership and talent and also upskill myself on some new leadership assessment diagnostics. It was also a period of time to increase my participation in new networks and peer sharing webinars and collaborations. Cannot recommend doing this enough. It was career changing!

Lausanne, Ch

Very pleased to be appointed as the Head of SWP and Talent Strategy working within the newly created HR COE of the same name to partner into 4 newly created global functions (Consumer, Products, Life Sciences and New Ventures) with three of those functions being led by 3 newly hired PMI Board Members. As the job title suggests I will be accountable for SWP and Talent Strategy but will also be accountable for Performance Management, Leadership Assessment, Learning & Deveopment and Executive Development for the functions. I will remain dual sited in our HQ in Lausanne and our R&D Centre in Neuchatel.

Lausanne, Ch

Delighted to extend my leadership role at PMI to now also be accountable for Talent Management, Performance, Inclusion and Diversity as well as Learning, Leadership and Culture for the Science and Innovation Function as we transform PMI into a Science and Technology organisation building a smoke free future.

Lausanne, Ch

Excited to be partnering the Science and Innovation Function at PMI to build a Smoke Free Future and enabling Philip Morris to become a Science and Technology company. Accountable for Learning, Leadership and Culture in support of our global Transformation.

Viby, Dk

-Accountable for the Global Strategies of Arla's Talent & Leadership, Recruitment, Learning & Development, Diversity & Inclusion and Onboarding Functions-Member of Arla's Global HR Board

Manchester, England, Gb

In addition to the Group Head of Talent role - Appointed as Head of Learning & Development in March 2014. - To create a Group wide Learning and Development Strategy- To develop and facilitate the implementation of Learning and Development Frameworks and associated systems across the Group

Manchester, England, Gb

- To build a Co-operative Group Talent Function in conjunction with Executive Resourcing to meet all Talent and Leadership needs of the Co-operative Group-Develop Group strategies for Emerging Talent (Trainees/School Leavers /Interns/Undergraduates/ Graduates), Executive Talent, Diversity & Apprentices- Own Leadership development programmes for all identified Talent pools and Diverse colleague groups

London, Uk, Gb

-Key lead on generating insight for continuous improvement and the modelling of business impact of the newly formed Capability and Engagement COE -Key lead on using this generated insight to develop Capability and Engagement strategy, signature actions and balanced scorecard on behalf of the Group-Generation of robust analysis and insights on LBG’s Executive Talent. Succession and Leadership Development, Executive Talent Acquisition, Group Colleague Engagement, Group Learning data and Emerging Talent, Risk Management and Financials.

London, Uk, Gb

-Key lead on all elements of talent, development and learning - working with the Risk Leadership Team and Risk HRD-Member of Talent & Development Leadership team that restructured the former (tho recently appointed) T&D practice into a new Talent Development and Learning practice with specific focus on the executive grades for talent and the implementation of the Learning Transformation Project relevant to all colleagues -Full accountability for all aspects of Performance Management, Talent Assessment & Development, Retention Practice, Succession Planning plus accountability for the Learning Transformation Implementation,2012 budgets and 2013 Financial Planning-Senior Leader Assessor on Lloyds Scholars, Graduates and MBA Programmes

London, Uk, Gb

-Member of Organisational Effectiveness Leadership team that restructured the former OE practice into a new Talent & Development practice resulting in a complete change of Talent service offering to Divisions-Appointed as the Group Proponent leader for approving all the Group wide Talent interventions designed by the centre of excellence on behalf of all the divisional heads of T,D&L-Full accountability for all aspects of Performance Management, Talent Assessment & Development, Retention Practice, Succession Planning, Leadership Development, Graduates, Executive Coaching Support, Executive level 360s, Talent Management information, Talent & PM systems-Invited to be a member of the Group’s HR People Board

London, Uk, Gb

- Promoted from Head of Performance Effectiveness to also lead the OC team.- Direct team of 16 and two dotted line teams of 22 and 17 respectively. Client base = LBG’s 140,000 colleagues across 36 countries- Accountable for the embedding the overall LBG wide approach to creating a high performing culture (policy and process). Accountable to ensure all Performance approaches are fully aligned with LBG business strategy LBG vision and values, LBG internal and external risk management requirements and Reward policies & practices.- Accountable for the Defining and Embedding of Organisation Capability to achieve One Bank with One Culture Plan for LBG. Responsible for ensuring LBG’s Values are brought to life and embedded into the daily actions of all colleagues to ensure we enable LBG’s vision of building deep and lasting relationships with our customers and colleagues- Accountable for LBG’s Colleague Engagement and “Colleague Deal” strategy and policy, using Internal Colleague Insight supported by external research to develop a market defining LBG EVP/Colleague - Responsible for £6Million spend in 2010- Delivered minimum £3m saving in 2010, Identified £66M savings opportunity re salary and other payments to under performers- At year end 2010, 97% of colleagues had a Personal Balanced Scorecard on the new PM system in which self input and manager rating and commentary was captured and available to colleagues- At year end 2010 Colleagues recorded 85% Engagement with LBG’s Performance Management Approach“To Project Plan” Delivery of a Quarterly Colleague Engagement Survey to all colleagues achieving 83%-85% colleague response rate each quarter of 2010.- OC Community set up to own the embedding of Values into all activities- Driving of Group focus on Engagement Action Planning resulting in ever increasing colleague engagement index results for LBG, 80% for Q4 2010 (72% for Q4 2009)

London, Uk, Gb

- A new post Integration Performance Management Approach for all 140,000 colleagues including new annual cycle, new rating categories and the introduction and successful embedding of peer comparison and peer calibration. - Designed and Delivered all colleague and line manager capability Performance Management deliverables (face to face training, briefing packs, booklets, on-line learning) designed and delivered to time and budget including a desk drop to 125,000 UK desks. Also a complete “one stop shop” Performance Management MicroSite accessible by all colleagues through our Intranet- Line Manager Behavioural Change achieved within 12 months from “Forcing the Ratings Distribution Curve” to Effective Differentiation” and much improved documented feedback, confirmed by Colleague Quarterly Survey - Performance Management Results to 4 questions all reported as higher than high performing companies norm and financial services norm- New £multi-million, on line Performance Management system procured, designed, implemented and launched to all colleagues to time and to budget in 9 weeks to UK colleagues ( the only IT systems roll out in LBG at the time to have been delivered to consistent green RAG status)- Performance Management Community set up to embed the new PM approach consistently across all divisions and functions – recognised by Group Exec HRD as internal HR best practice for co-collaboration and landing of one of HR’s signature actions in LBG in 2010

Accountable for working with the 3 HR Hub Directors to assess, develop and succession plan the global 140 leaders. Designed and developed the LO'R talent management process and activated the first large scale talent review and follow up. Led the people project workstream during 2 restructurings of the European business. - Research, Design and Launch of the LOR Executive Leadership Indicators across all 3 hubs, including design of a self assessment questionnaire which was embedded into the business with success and used in executive hiring- Following a business re-organisation and change of business model to “Putting Projects first”. Led the “people project” work stream leading to the re – positioning of 35% of the European Leadership Team of approx 100 leaders and worked with Business and Functional leaders to either develop or exit identified poor performers (9 exits)- In support of business model change - Design, Development and Delivery of a specific leadership development programme and on-going coaching of 45 of LO’R’s most senior project directors with an average positive feedback score of 8.7/10 to the question “Would you recommend this programme to a colleague?” - Design and Launch of the LO’R Executive Career and Development Plan- Personal one-on-one coaching to the top 40 business and functional leaders following investment in a Bioss capability appreciation for each of them – feedback excellent and marked positive difference in leadership behaviours during senior leadership meetings- Introduced a new executive hiring process- Acted as an “in-house” individual and team coach to project and business teams - Facilitation of 2 large workout sessions for 80 CEOs and board members of LOR clients and business partners

Norwalk, Ct, Us

Worked directly with 5 Geographic EMEA “regions”, 24 individual businesses, ~ 350 senior management team (SMT) members and ~ 28,000 employees whilst also sitting on Exec Development Councils for GE Money Global & GE EMEA. Role was broad but specifically included full accountability for (1) all aspects of development of GEME’s Executive population, (2) GEME’s Talent Management Process (internally known as “Session C”), (3) the assessment, calibration and proposal of all GEME Executive promotions, (4) L&D Strategy for GEME. (5) Pan GEME resourcing and staffing for all Senior Management Team Appointments and (6) Leading the pan EMEA rollout of GEM’s new customer centricity culture change programme.- Created and Delivered an Executive Talent Development – “Centre of Excellence” for GEME that was well received, respected and understood by business & functional leaders and had tangible benefit to the business- Transformed GE’s Talent Management Process “Session C” from a “tick the box” activity to being the basis of all decisions regarding executives in GEME- Re-designed the organisation structure of the EMEA executive development team from a “process focus” to being “customer focused”- Designed and Launched the GEM Exec Talent Staircase mapping development interventions to career stage- Designed and Delivered 2 new executive development programmes in GEME- Led the implementation of an executive promotion process that business CEOs and Functional leaders stated clearly helped them understand how best to prepare their talent for successful executive promotion- Negotiated with Global HQ an increase of GEM EMEA’s Executive band allocation from 135 to 160. - Prioritised “fixing” of senior management team open roles throughout EMEA, went from 5 businesses having at least 3 key positions empty to complete staffing in 4 mths- Led the redesign of GEME’s business model from a “HQ to Country” model to an “HQ to Region to Country” model Resourced 85 new exec positions.

Gb

Initially trained and qualified as a chartered accountant (ACA) then moved to bespoke training design for clients initially around changes in regulation and financial standards but then moved on to behavioural change consulting for clients. For 2 years worked exclusively with the partner group at UK PwC on the Developing Our Partnership project which was awarded an HR award in 2004. My last couple of years at the firm was spent building a business providing behavioural change interventions for individuals and teams at client to support large scale business process change and make it deliver.- Worked with clients and their senior teams to achieve their required cultural and organisational changes - Defined what leadership behaviours were required at clients to deliver the envisaged performance change- Identified the critical success factors for achieving organisational and cultural change and the potential blockers to it and how to mitigate these blockers of change- Developed clients' managers into “leaders” through active interventions - Assessed the learning & development needs of clients' people to achieve the required cultural change- Thought leadership, design and delivery of the holistic “Developing Our Partnership” Programme- Specific design of the PwC Partner Leadership events including use of 360 feedback- Challenged business leaders and supported them in delivering cultural change within their business units- Individual coaching of partners and their partner teams

Education record

Bachelor Of Arts (B.A.) Jt Honours, Management And Spanish

Education record