Steve Tree

Steve Tree Email and Phone Number

Part Time Strategic People Director @ People Puzzles
South Croydon, GB
Steve Tree's Location
South Croydon, England, United Kingdom, United Kingdom
Steve Tree's Contact Details
About Steve Tree

• High energy leader, HR Director and management consultant, experience from tiny to huge businesses• Broad generalist background in all aspects of HR around the world• Special focus on team development, coaching and succession• Excellent internal and external networker, working closely with Finance, Tax, Legal etc.• Deep knowledge of employment law, employee relations, industrial relations, talent acquisition and management, talent development, restructuring, change management, acquisition integration & staff transfers• Wide industry expertise, working with highly demanding leadership teams• Experienced in permanent, interim and consulting roles, hits the ground running.• Strategic thinker, good grasp of detail, build productive relationships at all levels• Strong project leader and specialist in transformation of people management/HR.

Steve Tree's Current Company Details
People Puzzles

People Puzzles

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Part Time Strategic People Director
South Croydon, GB
Website:
peoplepuzzles.co.uk
Employees:
122
Steve Tree Work Experience Details
  • People Puzzles
    Part Time Strategic People Director
    People Puzzles
    South Croydon, Gb
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  • Together Group
    Strategic People Advisor
    Together Group Apr 2022 - Present
    London, England, United Kingdom
    Supporting this rapidly growing group, involved in the incubation, transformation and growth of exceptional brands, as it onboards, integrates and optimises multiple founder-led agencies. Providing assistance both at Group level and to individual agencies relating to all aspects of people management both at strategic and detailed levels.
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  • People Puzzles
    Part Time Strategic People Director
    People Puzzles Mar 2022 - Present
    Any
    Part of a network of People Directors that give support, coaching and guidance to small and medium - generally early stage - enterprises utilising shared toolkits and updating one another on people management issues.
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  • Steve Tree Consulting Ltd
    Independent Consultant
    Steve Tree Consulting Ltd Jun 2021 - Present
    London, England, United Kingdom
    Independent consultant providing strategic and senior level support in the management of people and change to a range of organisations. Particular focus on early stage and growing businesses. Recent clients include organisations involved in product marketing, public relations, farming, tourism and a synagogue.
  • C&C Housing Trust (250 Employees)
    Director Of People
    C&C Housing Trust (250 Employees) Sep 2019 - Jun 2021
    London, United Kingdom
    Completed restructuring relating to the Fit Future Strategy that commenced in 2018, including of the Executive Management Team. Implemented new self-service HR management system and mobile app.Reorganized People, Marketing, Finance, Risk & Governance, Care and Housing Depts. Changed the way Care and Housing leadership interacted with and used all other areas, including taking full responsibility for the Care function for 9 months during the COVID crisis.Accelerated recruitment in anticipation of the COVID-19 crisis achieving <5% vacancies. Reduced colleague turnover from 30% to 10%, sickness absence to 4% and increased colleague satisfaction by 9%Responsible for all aspects of the COVID-19 response, including management planning and regular all-colleague communications. Implemented fortnightly Wellbeing interventions which were extremely influential. Directed working from home, guiding managers to improve their remote managementImplemented diversity strategy, resulting in two BAME Board members and one Director. Developed a new Director of People and managed succession into this role.
  • Vannin Capital (40 Employees)
    Hr Director (Interim)
    Vannin Capital (40 Employees) Feb 2018 - Mar 2019
    City Of London
    A consultancy position to support this litigation financing organisation - largely comprising of Partner level lawyers from magic circle/white shoe firms - prepare for an Initial Public Offering on the London Stock Exchange. Whilst Vannin was thoroughly prepared for a flotation - and was predicted to join the LSE well into the FTSE 250 - market conditions were not suitable and the flotation was cancelled at the last minute.Involved in designing all facets of people management including organisation design, recruitment, policies and procedures, short and long term compensation strategies, performance management, learning and development and the formation of new subsidiaries. Supported the hiring of the Chairman and Board Members and prepared the Terms of Reference for the Remuneration Committee. In the absence of a Chair of the Remuneration Committee gained agreement to suitable packages for the Executive Directors, working with Willis Towers Watson. Set up new subsidiaries in Germany and Singapore and Branches in France and Washington DC. Hired a total of 26 staff, including 9 Managing Directors and 2 Regional Managing Directors, effectively doubling the size of the organisation.
  • Bramley Health (Glen Care Group, 250 Employees)
    Human Resources And Strategy Director (Project)
    Bramley Health (Glen Care Group, 250 Employees) Mar 2017 - Jan 2018
    London, United Kingdom
    Employed by this medium sized hospital and nursing home group for a project to restructure all head office functions and to craft the Human Resources function into an efficient and strategic support to the group. Completely restaffed both Finance and HR. Decreased time to hire from three months to less than one month. Introduced overseas hiring and managed visa applications. Changed approximately 100 roles from agency to employed. Implemented a complete raft of new policies and procedures and undertook the necessary change management to achieve full alignment across the 7 sites. Oversight of Finance, avoiding threatened striking off of several companies by bringing financial accounting under control. Participated in the NHS New Models of Care (Wave 2) initiative with Kent, Surrey and Sussex Foundation Trusts to increase bed utilization by 100%. During this time profitability doubled due to reduced costs and improved bed management, including a 15% increase in average fees per user.
  • Optum International
    Lead Human Capital Partner
    Optum International Mar 2015 - Sep 2016
    Paddington, London
    UnitedHealth Group is the top US healthcare insurer with nearly a quarter of a million employees. Its Optum subsidiary provides a range of services aimed at improving healthcare systems and consumer experience. Optum International is responsible for all Optum activities for clients that are not US based, including Employee Assistance Programmes and a range of work for NHS clients.Working as the Lead Human Capital Partner at the centre of a Human Capital model based on Centres of Excellence. Overall responsibility for Human Capital for the UK, Brazil, India, Hong Kong, Singapore, Canada, US and Ireland. As a part of the Strategic Leadership Team, implementing Group HR policies and driving talent acquisition, performance management, employee engagement, compensation, equality & diversity and employee relations initiatives.Deeply involved in supporting the bid processes and TUPE transfers relating to work for the NHS, including programme managing setting and running HR Outsourcing for NHS organisations. Also responsible for setting up Human Capital support for Brazilian acquisitions as well as restructuring of the Employee Assistance business area worldwide.Established all aspects of HR for UK centre providing electronic and phone based referral facilitation services and coached new leadership in service centre management.
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  • Lapithus Management Llp (80 Employees)
    Human Resources Director
    Lapithus Management Llp (80 Employees) Aug 2011 - Feb 2015
    London
    Executive Director, Group Head of Human Resources The Lapithus Group is the asset manager of Apollo Management, the private equity firm. It services loan portfolios and real estate owned by Apollo across Europe, with over €6bn of Assets Under Management and employees in Luxembourg, UK, Germany, Spain and Ireland.• Drove senior leadership change and restructuring across the group, moving towards a smaller organization delivering higher value-added services.• Confidant to the Group CEO and Executive Committee.• Managed effects of major portfolio changes including TUPE transfers, hiring and exits• Complete responsibility for design and implementation of all HR policies and processes• Project managed HRIS implementation• Oversight and direction of HR for independent hotel and credit card businesses
  • O2 Czech Republic
    Human Resources Director (Interim)
    O2 Czech Republic Nov 2010 - Jul 2011
    Prague, The Capital, Czech Republic
    Acquired by the Telefonica group in 2005, this is a combination of the original Czesky Telecom – the public sector fixed line organisation – and Eurotel which was a mobile telephony joint venture. It has 9,000 employees in locations across the Czech Republic and revenues of Euro2,200m. The Slovak Republic has an additional 600 employees and revenues of Eur120m.Human Resources Director and member of the Executive for the Czech Republic and Slovak Republic – 9 month interim assignmentTook over leadership of the 77 person strong HR function for both countries at short notice specifically to stabilise and optimise it during a period of transformation Europe-wide, with the implementation of a European Shared Services Centre and Centres of Excellence.• Responsible for a restructuring programme to reduce the workforce by 5% through significant business reorganisation, supported by Oliver Wyman.• Implemented stronger performance management regimes and hiring controls to drive productivity more aggressively, coupled with stronger differentiation to give greater rewards to the highest performers.• Worked closely with the rest of the Executive Committee to develop their leadership competences and to help them work more effectively as an integrated team.• Helped line management to develop action plans to improve employee morale following the annual employee engagement survey. After 7 months the employee engagement survey showed a 5% increase, the first increase for four years. One month after leaving there was a further 3% increase. The HR dept results improved overall by 20%, the highest improvement in any department.• Led a programme of 7 projects involving both HR and line management to make significant improvement in people management across the organisation
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  • Heidrick & Struggles
    Vice President, People And Organizational Effectiveness
    Heidrick & Struggles Nov 2009 - Sep 2010
    Supported by Deloitte and Towers Watson, initiated and managed a global transformation programme including organisation redesign, reward, performance management, knowledge management and implementation of a new CRM system and HRMS (Success Factors). New systems and structures will go live by January 2011.Using a comprehensive assessment process, outsourced qualifications and reference checking worldwide to Sterling Information Systems.Responsible for Employee Engagement Survey undertaken with Towers Perrin and subsequent action planning.
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  • Heidrick & Struggles
    Vice President, Human Resources For Emea And Apac
    Heidrick & Struggles 2003 - 2009
    One of a three person team running each region. Responsible for all aspects of HR in 30 countries. Involved in corporate initiatives and a range of legal matters. Had a team of 12 HR Managers/Officers and 6 Learning and Development specialists. Also utilised the Finance specialists and Office Administrators for effective local management.Major issues for the Firm included a need for growth and the expansion of its Leadership Consulting business. Successfully brought staff turnover down in both regions to less than 10% overall, with Consultant turnover at 5%, through operating good practice. Implemented recruitment controls that sped the hiring process by a factor of three and grew the region by 10% year on year, including building the new Leadership Consulting line of business. Tightly managed the ‘leverage ratio’ and brought overhead costs into line with Firm targets. Managed significant retrenchment during 2009, reducing the workforce at all levels by 20% with minimal morale damage.Implemented a new organisation structure and performance management processes that resulted in a significant cultural shift, based upon ‘grow your own talent’. This had the benefits of reducing hiring costs, increasing speed to profitability, reducing employee turnover and countering franchise behaviour. From a position of minimal internal progression in 2004, in 2009 promotees added 12% to the Consultant ranks in EMEA and APAC despite the global downturn. Designed and had adopted a universal competence grid for all levels, with an accompanying succession and development philosophy. This was then rolled out to all regions. Through effective performance management grew average revenue per Consultant from $1.2m to $1.6m per annum.Undertook due diligence and programme managed the post acquisition integration for two major acquisitions in EMEA and in APAC
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  • Deloitte
    Director
    Deloitte 1999 - 2003
    London, United Kingdom
    Deloitte is the brand under which tens of thousands of professionals in independent firms throughout the world collaborate to provide audit, consulting, financial advisory, risk management and tax services to selected clients. In the UK Deloitte Consulting resulted from combining five business units, drawn from Deloitte and Andersen. Joined Andersen as it was uniquely capable at working in international teams.Responsible for selling consulting work and managing its successful and profitable implementation. Focused mainly on HR transformation and mergers & acquisitions. Developed strong intellectual capital and helped grow these lines of business into major revenue drivers for Human Capital consulting at Deloitte.Assisted a range of clients to consider how the HR function delivers services to the organization including Merrill Lynch, Standard Chartered Bank, BNFL and Hertfordshire Constabulary.Key relationship manager with HR outsourcing vendors, specifically Convergys and Hire.Com. Project managed the largest global HR outsourcing to that point, for the State of Florida.Involved in all aspects of M&A and outsourcing projects from due diligence through to full integration of transferring staff. Undertook due diligence on Churchill Insurance Group on behalf of Royal Bank of Scotland and worked with Direct Line to design its integration approach. Undertook due diligence for RBS on a Swedish acquisition. Programme Director for the integration of Tarmac into Anglo American Industrial Minerals, involving 17,000 employees and four Trades Union.Managed the HR due diligence on Deloitte for Andersen and a part of the post merger integration team.Undertook internal work for Andersen’s UK Head of HR, including reduction in workforce and designing and implementing a new bonus scheme for everyone below Partner level.
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  • Kpmg
    Executive Consultant
    Kpmg 1997 - 2000
    KPMG is a global brand name for a series of affiliated organisations. In the UK it is a leading provider of professional services, which include audit, tax, and advisory. In 2001 KPMG sold its management consulting arm in the UK to Atos Origin.HR specialist within the Infrastructure and Utilities team, subsequently transferred into the People team.Responsible for sales/management of HR and change projects.Facilitated the development of four Integrated Project Teams as part of the MOD’s Smart Procurement Initiative, helping establish high performing teams.Sold and undertook a major review of strategy for the President of the IMechE. Directed 20 change projects involving restructuring, rebranding and leadership change.Assisted Swiss Re to manage the transfer of staff from M&G Re, relocate and establish an HR shared service centre. Assisted Ove Arup to establish a Finance shared service centre. Relocated the Finance function for First Leisure and wrote HR policy and procedures manual. Project managed the process of outsourcing the Finance function of Abbey Life.
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  • Snc-Lavalin
    Senior Consultant (1992 To 1997), Personnel Manager (1990 To 1992)
    Snc-Lavalin 1990 - 1997
    WS Atkins plc was a leading general consulting company and is now owned by SNC Lavalin. It was the UK's largest engineering and design consultancy and the world's 11th largest design firm. It had a substantial business consulting practice, at that time of approximately 200 staff. Began working as Personnel Manager for transport planners, water engineers, architects and the management consulting practice. Transferred into the management consultancy after 18 months. As a Personnel Manager, integrated 7 acquisitions, re-wrote the group-wide employee handbook, redesigned the performance management systems and managed stranded expatriates during the Kuwait crisis.Led the people management aspects of the Management Consultancy. Grew this area from near scratch to a team of 10 consultants with revenues of £2m. Worked for clients in a variety of sectors in the UK and overseas. Also undertook internal projects for the Chairman, Chief Executive and Head of Human Resources, including a one year secondment back into HR, managing the UK regions.Consulting projects included both public sector (e.g. Benefits Agency, Meat Hygiene Service, Ministry of Defence) and private sector organisations (Abbey National, BAe, Securicor Cellular Services, Airsprung, Shell)Many overseas projects, including in Brunei, Sarawak, Sri Lanka, Czech Republic, Lithuania, Romania and Poland. Wrote a text book in Polish on business planning.Specialisation in the transfer of staff through outsourcing or acquisition. Set up the Meat Hygiene Service from scratch through transfers of staff from 176 local government employers and negotiated changes to terms and conditions with Unions. Helped establish the privatised National Administration of Roads in Romania, including working with lawyers to create an equivalent to the Tupe regulations. Advised on staff transfers and changes to terms and conditions for WS Atkins itself, as well as organisations in the nuclear and transportation industries
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Steve Tree Skills

Outsourcing Talent Management Executive Search Hr Consulting Performance Management Talent Acquisition Change Management Employee Engagement Organizational Design Succession Planning Organizational Development Recruiting Leadership Development Human Resources Strategy Personnel Management Employee Relations Management Team Management Management Consulting

Steve Tree Education Details

Frequently Asked Questions about Steve Tree

What company does Steve Tree work for?

Steve Tree works for People Puzzles

What is Steve Tree's role at the current company?

Steve Tree's current role is Part Time Strategic People Director.

What is Steve Tree's email address?

Steve Tree's email address is st****@****r.co.uk

What is Steve Tree's direct phone number?

Steve Tree's direct phone number is +4479099*****

What schools did Steve Tree attend?

Steve Tree attended Croydon College, University Of Warwick - Warwick Business School, Croydon College, University Of Sussex, University Of Hull, Trinity School Of John Whitgift.

What skills is Steve Tree known for?

Steve Tree has skills like Outsourcing, Talent Management, Executive Search, Hr Consulting, Performance Management, Talent Acquisition, Change Management, Employee Engagement, Organizational Design, Succession Planning, Organizational Development, Recruiting.

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