I’ve coached senior executives for over 15 years and have a strong track record for building high performing senior teams. I’m a qualified Executive Coach from the Meyler Campbell School, accredited by the EMCC and supervised by the OCM. I am a Chartered Fellow of the CIPD and a Fellow of the Harvard Institute of Coaching.My clients are high achievers at executive level who are looking for insight, they want to make changes and are willing to be open. They come from a wide variety of sectors, businesses and walks of life. They have run multi-billion-pound international businesses, grown organisations across countries, driven rapid digital transformation, founded start-ups, and made life changing decisions. They all wish they took more holidays.I work pro bono for three charities and the NHS, the latter supporting senior clinicians as they deal with the unique challenges of the Coronavirus pandemic.

A member of the Retail Executive team and partner to the SVP, European Retail Director overseeing 700 stores, across 6 countries and with more than 30,000 employees. Responsible for driving the people strategy, the role has been focused on significant store growth, maximising sales, talent and succession, organisation design, associate safety and wellbeing, and inclusion and diversity.

Partner to the CEO of Kingfisher International Products Ltd, set up an international wholesale business capable of unifying 40% of the Group COGS in 3 years in line with goals to leverage the Group’s £7bn cost of goods. Delivered on a unique, own exclusive brand product portfolio including the back-end infrastructure required for online sales.Conducted an operating model and organisation change, transformed 9 buying organisations located in the operating companies into ‘One Team’ of 1600 people, covering all product, buying and parts of the supply chain activities for the group. Developed new expertise and specialisms and transformed a fragmented culture into a single unified organisation with virtual central teams. Built learning tools to support technical and leadership development.Complex talent management to sustain a team of 1600 experts across 14 locations (in 12 countries). A talent plan that delivered multi-country learning (business and leadership), talent acquisition, global communications and engagement.Delivered three rounds of international consultation (without challenge) to move contracts and harmonise reward framework across 12 countries. Set-up hub and spoke HR shared service team to deliver all transactional in-country HR needs.

Reporting to the CEO and a member of the Executive Board with responsibility for jointly creating and implementing company strategy. Took a lead role in winning and onboarding new business, restructured the executive board and built a modern HR function capable of driving improved quality, decreased costs and high employee engagement. Re-designed and re-launched both the internal and external company brand. Supported the delivery of over 250 primary care services, run by over 6000 dedicated health employees.

Partnering with the Group HR Director, I worked across Europe and the US in delivering a strategic piece of organisation design for HR. This design was adopted and implemented and led to subsequent work developing high potential HR leaders for future succession.

Partnering the Group Operations Director, leading 10 HRBPs across 3 countries supporting up to 5000 employees. Driving an HR strategy that led to productivity improvements averaging 6% each year for four years. Jointly led the opening and management of purpose-built warehouses in Germany and Poland. Managed closure of UK site.

Strategic partnership with Group Buying Directors to establish a global buying division with 10 non-UK buying offices. Built on existing global talent programmes to accelerate development plans and deliver 6.2% improvement in buyer productivity, 0.1% improvement in gross margin and internal succession improvement from 55% to 65%. Expansion of buying offices to meet business growth – LA, NYC, Mumbai, Copenhagen, Florence, Barcelona, Paris, Dusseldorf, Warsaw and Watford.

As partner to the SVP of Distribution and Logistics, led the people strategy for a UK based team that oversaw four processing centres and 5000 employees. Jointly led a shared service organisation design transformation (to a matrix organisation) for IT, HR, Finance, Marketing, Property, Procurement and Distribution functions to establish new operating model for European growth.