Leading the people aspects of high-profile transformation programmes in a matrix, Scaled Agile environment.

Reporting to the HR Director, I led a team of 15 during the pandemic. • Agreed a strategy with the Executive Team to increase senior level gender diversity. This resulted in an increase in female senior hires from 29% to 44% in six months.• Through team engagement, coaching, performance management and role changes, I reduced agency budget by 50%, time to hire by 25%, open roles from 7% to 1.6%, and temp to perm staff ratio from 7.7% to 5%. • Minimised the impact of IR35 legislation change by delivering a new contingent worker framework. This reduced contractor resource by 27%.• Supported the Chief Executive in the recruitment of Executive Team roles.

Provided strategic support to the Chief Operating Officer and his senior team including IT, Change, Risk, Property and Ops Contact Centres, in total over 1200 employees. • Enabled the delivery of the Change & IT function’s strategic goals through the design and implementation of a people strategy. The strategy improved management capability in the areas of performance management, absence management and employee engagement. • Coached the Change and IT senior leadership team and delivered team days that resulted in increased collaboration and reduced silo working.• Led succession and talent planning activities, resulting in increased promotions of female technical talent.• Managed senior level exits.

• Transformed a poor performing HR Ops team in 12 months through process re-engineering, training, team building and performance management. Work turnaround times were reduced by 50%, accuracy improved by 40% and team engagement increased by 45 points. • Delivered key projects on the HR Roadmap including EUGDPR policy change, Communication Strategy, and redesign of Employee Recognition mechanisms.

• Created and led the delivery of a strategy to improve the leadership and technical capability pipeline. This included delivery of a new Talent Management and Leadership Development Framework, new leadership capabilities, talent mapping and succession planning tools, and leadership development programmes. • Highly positive feedback on the impact of the leadership development offering (90% said it met objectives) and increased internal promotions into management roles. • Senior leaders reported a significant improvement in the quality and impact of development planning.• Attendance of over 600 delegates on facilitated management development events and a reported improvement in confidence and skills in priority capability areas.

Initially hired as Head of HR on a 12-month fixed term contract, I restructured the HR team and became the strategic lead on organisation development. In this role I created and led the delivery of a strategy to support global expansion in 26 countries. The strategy supported performance and cultural change through targeted initiatives in performance management, employee engagement, talent, development, internal communications, and inclusion & diversity. • Introduced global behavioral competencies, on-line 360 feedback, performance management tools, global management and leadership programmes and a mentoring scheme. This moved the organisation from Best Companies ‘one to watch’ to 2 stars, ranking 23 6th in ‘My Manager’.• Improved the calibre of recruits and reduced recruitment spend by 33% by introducing competency-based tools and management training.• Recruited Executive roles.

Reporting to the Chief Executive of the Legal Complaints Service and a matrix relationship with the Law Society HR Director. Responsible for the design and delivery a people strategy for the Legal Complaints Service, managing a team of 10 in a professional, heavily unionised (Unite) and target driven environment. The role was later broadened to include projects in the Law Society Group.• Design and implementation of a performance management framework (behavioural competency framework, appraisals, 1-1s, probation, capability and under performance policies) which improved organisation performance against government targets.• Creation of stress management and absence management policy and procedures which reduced short-term absence by over 10%.• Implementation of competency-based recruitment, including assessment centres.• This improved adversarial Union relations, increased retention of high performers and exit of poor performers, and increased HR customer satisfaction by 40%.

Set up a HR function and established critical HR policies and procedures including disciplinary, grievance and absence management policies.Negotiated preferred supplier agreements with recruitment partners, making savings through economies of scale.

Achievements include:Leading the merge of Jaguar and Land Rover logistics functions – reducing costs and improving service quality.Development and facilitation of a 'high potential' identification process.Coaching of managers to deliver quality performance reviews, rankings and bonus allocation.Analysis of employee survey results and coaching of managers on ways to improve engagement.Implementation of a people resourcing model for a new production line.Reduction of absenteeism through manager coaching and ER support.Design of a database for managing information about medically restricted employees.