Project managing large scale change programmes including M&A.

A strategic Head of HR working with the Corporate Bank, Investment Bank and Risk Function supporting 2000 colleagues and three Exco members. Being an integral part of the leadership teams helping to shape and deliver the People agenda. Delivery and relationship focused whilst driving projects and the HR agenda across my functions.

A strategic Senior HR Business Partner supporting Global Functions, Front Office, Operations and Risk, my role as involves working in partnership with my Heads of Business to drive forward their strategic plans and ensure that HR consistently adds value. As well as this, the role involves the re-education of the business around the strategic role that HR plays in the organisation combined with working proactively with the current HRBP team to ensure that they operate at a strategic level and work with them to ensure the team is as skilled as possible through workshops, training and information sharing.

Working strategically with a diverse and senior client base, the role involved the dedicated HRBP support to 400 UK based Ops & Tech and Middle Office employees. Alongside this was combined with the regional co-ordination of HR support in 26 countries across Europe, Middle East and Africa to support a further 1100 employees.Key achievements:• Rapid career progression and enhancement of personal responsibility, having joined to look after 200 UK employees my responsibility encompassed 1500 employees, spread across a variety of business areas supporting 26 countries across EMEA• Working strategically with EMEA Head of Ops & Tech and the EMEA CAO to draw up and execute re-organisation plans, including the re-deployment of over 50 individuals across the UK (80 in the wider EMEA population)• Building an ‘O&T HR Network’ across EMEA, sharing best practice and increasing the consistency and quality of HR support to the level where it was remarked upon in the VOE (Voice of the Employee) surveys• Implementing a culture of performance management and talent development across all of my business areas where previously it hadn’t existed• International Transfers: examining the process from end to end for our international transfers in EMEA with a large variety of stakeholders and remapping and making more efficientKey accountabilities:• Work strategically with a diverse and senior client base to draw up and execute People Plans• Management of the relationships between HR specialist teams with the business and provide dynamic, challenging HR advice• Management of a range of complex ER cases encompassing disciplinary, grievance, capability and redundancy • Global co-ordination of Performance Development, Payround and Talent processes across 26 countries

The role involved leading the support of the Barclays Internal Audit function with a total global population of c550 employees. A highly senior and challenging population, I supported the Chief Internal Auditor and his Leadership Team across America, APAC, Africa, Europe and the UK.Key achievements:• Driving the implementation of a new organisation structure and operating model for the IT Audit function. Proactively introduced coaching, mentoring and use team working off sites to produce a high performing IT Audit Management Team• Project managed the global transfer of Internal Audit employees affected by the sale of BGI to Blackrock• Redesigned the Performance Development process for the wider Group Centre function (1500 employees).• Designed and introduced the ‘Skills Exchange Programme’ to up-skill our ABSA Internal Audit employees. Management of the secondment programme as a retention / development toolKey accountabilities:• Build and maintain strong relationships with a very senior client base• Management of the relationships between HR specialist teams with the business and provide dynamic, challenging HR advice. Management of a range of complex ER cases encompassing disciplinary, grievance, capability and redundancy • Global co-ordination of Performance Development, Payround and Talent processes• Proactive management of the relationship with global BIA HR Business Partners, taking into account local legislative requirements and operational challenges• Implementing the recruitment strategy for Internal Audit and support recruitment at all levels from Manager to Managing Director in both the HR and Internal Audit functions• Driving talent management and career development of Internal Audit employees to retain top talent

Management and development of team of 4 comprising 2 HR Advisors and 2 HR AdministratorsManaged a range of complex ER cases including redundancy and D,C&GProvided support in a fast paced and constantly challenging environment for senior MDs and Directors to achieve rapid growth and develop people strategiesAd-hoc projects with HR DirectorDeveloped a deep knowledge of TUPE. Managing and driving cost saving exercises which included 50 redundancies nationally