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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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).

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.

Education record

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

Education record