Leading on the people agenda and strategy for the UK market during a significant period of growth.

Reporting into the Organisational Development Director, accountable for leading on the delivery of key organisational development and change programmes across Highways England. Key responsibilities:• Leading on assessing the organisation wide strategy and activities to assess the people impacts and develop appropriate outcomes.• Managing directorate organisational and operating model projects, working with senior leaders to diagnosis, design and implement new ways of working.• Providing expertise in supporting larger transformational work and organisational wide change• Building internal capability and implementing organisational design principles to support organisational changeAchievements:• Created an organisational wide people capability review for the Board and identified the gaps for the Roads Investment Period now (2020-2025) and for the next Road Investment Period (2025-2030).• Succeeded in delivering the Execution Strategy and building of the target operating model for the £1.9bn Lower Thames Crossing Programme (12-year programme)• Project managed the impact of ‘Off Payroll Worker’ legislation changes and analytical review of historical worker/service provisions. This resulted in a mitigation of HMRC audit and fines.

Reporting into the Director of ER, HR Business Partnering and Projects, accountable for leading the team of HR Business Partners and the delivery of the People Strategy and Plans. Key responsibilities:• Responsible for leading a HR Business Partner team of 8 people• Stakeholder relationship management at an Executive Director level to influence the people and transformation agenda• Leading the implementation of the People Strategy and People Plans within directorates• Building internal capability on people MI and using analytics to implement people interventions and improvement plans• Responsible for delivering key projects, including operating model, people capability and organisational designAchievements:• Delivered new operating models across 2 key areas and provided an ongoing programme of change with a focus on commercial mindset and meeting our efficiency targets of £1bn.• Led a diverse HR Business Partner team and improving team engagement by 8% and enablement by 5% over 12 months with the majority through the pandemic• Effectively managed organisational effectiveness to eliminate shadow activity resulting in £200k cost saving• Influenced the business planning process for HR ensuring the directorate was on budget for the next 5 years

Reporting to Head of HR Operations and HR Business Partnering, accountable for providing a strategic approach of people management by ensuring alignment between business strategy and objectives and HR practices and solutions. Key responsibilities:• Provide coaching and consultation for the Operations Executive director and Senior leadership team on complex HR issues • Lead the people workstream for the Operational Excellence and Transformation programme within operational regions • Control the performance and talent management approach across operational regions• Responsible for attraction and resourcing of senior leadership roles within regions• Manage strategic workforce planning within regions against a flat operating expenditure• Delivery of a leadership and management development programme across the regionsAchievements:• Delivered the transformation programme in Operations for Asset Delivery (in-sourcing), in the South East and Midlands regions resulting in a cost reduction of £1.5m saving • Successfully transitioned the ‘Severn Bridges' from private ownership into Highways England and led the change programme on tolling decommissioning – including engagement and negotiations with the Treasury and Department for Transport on programme milestones and severance payments.• Controlled and managed the talent management programme into the Operations Directorate, leading to 15% reduction in recruitment costs.

The Whittan Group is the UK market leader in the design, manufacture and installation of storage solutions for industrial, commercial and retail environments. Private Equity backed business and largest UK manufacturer of storage solutions with sites across 5 European countries (Revenue £180m, EBITDA £20m). Reporting into the Group CEO and as a member of the Group Operating Board. The role was responsible for the ownership and implementation of the Group HR strategy. Leading the HR, Health and Safety and Payroll teams ensuring alignment between the Group’s strategy and growth plans to the HR and Health and Safety strategy and execution.Key Achievements:• Ran the transformation and change programme for the pallet racking operation, including the transition of manufacturing facilities under one site resulting in an efficiency saving of £2m.• Successfully led on the people element of a merger and acquisition resulting in successful on boarding of a £20m locker manufacturing business into the Whittan Group.• Managed the transformation of the UK Sales teams including operating model work analysing entry points of customers, volume, scale and throughput into the business. Resulted in re-design of sales processes and structures, improving customer satisfaction by 15%. • Improved HR efficiency by 25% through improved people processes across the Whittan Group to include on-boarding, core HR policies, competency based interviewing, performance management, succession planning and talent management• Drove the labour strategy process for the Milton Keynes site resulting in a 35% reduction of agency labour costs and improving site skills and competency• Successfully strengthened the Group Safety, Health, Environment and Quality processes leading to a consistent and transparent measurement of health and safety statistics, leading to a reduction in LTIFR by 20%.

Operating as a specialist by managing and supporting the HR strategy linked to business growth strategy by providing an established HR Sales Support platform. Ensuring best practice and consistency whilst meeting the challenging growth targets. The role challenges include:Strong partnerships with HR and Sales across the region;Deliver thought leadership on the value of HR solutions;Supply specialist knowledge support on risk management;Delivering a framework with collateral, intelligence and governance to support business wins;Achievements:Successfully delivered of a large scale major transformational bid submission in joint venture to a public sector client. Including the development of the HR strategy, project management of the bid material and writing and presenting of our joint HR value propositionEffectively delivered business growth across the UK&I and Europe involving multi sectors and multi country such as Retail, Consumer, Automotive and Lifescience and Healthcare. Including consultative work with the client, establishing the HR solutions and presenting it to the client.Led the labour strategy programme to enable Business Development, Operations and HR teams to deliver best fit labour solutions. Resulted in a reduction of risk and improved cost model by 30%.Built capability of 60 HR Business Partners with the delivery of HR Sales Support ‘masterclasses’ as part of the HR Transformation programme.

Drove the implementation of the HR strategy across the business division. Acting as a strategic partner, through utilising excellent engagement skills with key stakeholders, identifying business led HR solutions that delivered commercial performance. Provided leadership on the people aspects of business plans by delivering on the people and business issues. Responsibilities included:Provided HR excellence through leading a team of 7 HR professionals, across 68 operating locations, with 1800 employees of crica £110m revenue business. Worked as part of the divisions leadership team to champion business change and continuous improvement, leading and embedding business change plans.Supported the senior management team with the people plan to identify talent, provide robust succession plans, delivered development solutions and ensured the business was geared for growth through resource planning and forecasting.Achievements:Effectively drove key change initiatives to the division including new business start ups, organisational changes including HR and Operations and site restructures;Successfully implemented and delivered the migration of the HR operating model to the business partner model whilst maintaining service provision to customer and DHLImplemented a new grading and pay banding structure across the wider business divisionDesigned and established a female network platform across the UK&I DHL Supply Chain business.

Duel role responsible for delivering the HR strategy at a corporate level reporting into the Group Chief Executive and Finance Officer and managing the operational HR across 4 manufacturing sites. Key Projects: Delivering a number of key change programmes across the Group such as significant business and divisional restructure and implementing a culture of lean manufacturing, based on Toyota Productive Systems, specifically the programme of Wagon People Empowerment. Management of the IR strategy across the business (Unite) to enable a sustainable IR climate and positive relationships. Including setting the direction for negotiation on the annual pay awards. Company pension trustee with the responsibility of closing the final salary scheme and reducing the £22m deficit through the trustee committee.

Implementing Human Resources policies and providing expert personnel advice to line managers. Worked within the manufacturing assembly plant covering 2,800 employees, sales and marketing function and logistics function. Worked on the joint venture project with Shanghai Automotive, looking at international assignment of MG Rover employees to China for the knockdown project.