I work as a senior member of the People Consulting team, focusing on infrastructure, central government and healthcare. Some of my projects:- Led the first phase of transformation for a group of Whitehall public sector bodies merging together – working with the client’s team and the deputy Chief Exec to shape a target operating model and programme plan for the newly created agency.- Led organisation design reviews across multiple sectors including government departments, banking, engineering and transport.- Designed and delivered an innovate culture change programme to build leadership skills, reconnect senior management to the operational frontline, and support the delivery of a complex transformation in a major Government Agency.- Reshaped the performance management approach for a large Government Department, creating a flagship culture change and learning programme, helping people understand how individual and team performance affects the security of the UK. - Developed an Employee Value Proposition for a major Government Department which captures the essence of what it means to work there and is now being used to drive their programme to merge corporate services.- I lead KPMG’s UK Organisation Design capability, developing global methodologies and supporting projects in all sectors. I developed an innovative year-long OD course that has deepened KPMG’s expertise and improved delivery.

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3500 employees, workforce budget of £100m and annual IT spend £1.1bn. Talent move to lead a team of 35 covering HR business partnering, IT and digital capability, graduate and apprentice recruitment, transformation projects and OD. Accountable for all IT/digital resourcing on Universal Credit – one of the UK's biggest and high profile IT programmes.- Delivered an organisation design to build in-house technology capability, rebuild organisation confidence and enable savings of £135m annually.- Transformed the HR offer by introducing strategic partnering, reducing business partner headcount by 30% and taking recruitment and capability functions into HR. Built strong personal senior relationships and dramatically improved trust, reputation and respect of the HR team with IT and Digital leaders. Built robust connections with the Cabinet Office (government's “corporate centre”) where there had been none previously.- Introduced strategic workforce planning, reducing resourcing needs by 200 roles worth £10m annually. Developed and won funding for the first increase in IT staffing in over 8 years.- Led the acquisition of digital talent to successfully stabilise Universal Credit – a flagship Government programme with lifetime costs of £12bn, intense political and media scrutiny and a history of negative publicity on IT capability. - Led capability and skills development activity that measurably shifted attitudes on skills development (key capability measures improved 11%-16% in first 12 months), improved business outcomes including better people performance management, succession planning and talent, confidence to challenge suppliers and technical decision making.- Supported the IT top team through the loss of two CIOs (due to death and resignation), managed compulsory exits and compromise agreements for three IT senior leaders.

100,000 employees, annual spend £8bn, annual benefit payments £170bn. Led a team of 8 OD consultants and worked directly with 7 HRDs and around 150 HRBPs at a time of radical change.- Led the redesign of the Corporate Centre of DWP to deliver a 40% reduction in resources (c.4000 posts worth £200m annually) with a positive impact on business performance. Led the redesign of the top 250 roles to achieve a 40% reduction in executive posts and worked with HR colleagues to ensure exit schemes delivered the savings. - Worked with the DWP Executive Team and Permanent Secretary to develop an innovative approach to organisational transformation (the “DWP Story”) that has shown measurable improvements in collaborative working, innovation, front-line awareness and leadership.- Most improved employee engagement scores of any major government department in 2011-12 and 2012-13. Engagement increased from 44% (2011) to 54% (2013).- All key leadership and management measures from people survey up 15 to 19 points.- Worked with HR leaders to redefine the role of HR to be focused on organisational transformation, developed and led interventions to build capability needed for HR Directors and business partners.- Worked with Director of Strategy and Executive Team to put the DWP Story at the heart of DWP's strategy and approach to strategy deployment.

45,000 employees and £10bn spend. - Developed innovative leadership development programmes: a joint leadership programme with a major UK charity and a programme for senior leaders using “inside-out” organisation design to transform leadership attitudes.- Worked with the Home Office board to develop design principles, governance and challenge processes to ensure the organisation functioned effectively with 33% less resources.- Contracted for and delivered projects on organisational effectiveness and design in HM Revenue & Customs, Cabinet Office, UK Trade & Investment, Department of Health, Home Office, Equality & Human Rights Commission and Department for Culture Media & Sport. Developed an internal professional services business model to drive cost effectiveness and customer feedback. Delivered significant acceleration on all projects in government departments, leading to extensions and referrals for further work.

80,000 to 45,000 employees and £10bn+ spend. Promoted to join the senior team rebuilding the reputation of the Home Office after a series of highly public failings and being declared “not fit for purpose” in 2006.- Developed and programme managed 29 projects across the Home Office to transform business performance management, planning, resourcing & prioritising, risk management, policy and strategy development, external relationships, business models, corporate governance, skills, culture and leadership.- Improved Whitehall reputation evidenced through being the most improved government department in Capability Reviews (independent measures of strategy, leadership and delivery) between 2006-9.- All major political parties declared full confidence in the Home Office at the time of the 2010 election.- Member of the Home Office HR Executive Team.

- Led the development of the £1bn+ business case for ID Cards, forecasting demand and pricing for a range of services, challenging cost assumptions and working closely with HM Treasury and advising ministers on political handling. Investment and pricing assumptions subsequently proven correct through implementation.- Designed and implemented a new operating model, organisation design and corporate governance to deliver UK ID cards.- Project managed the creation of a new executive agency to deliver ID Cards. Commissioned executive search for a Chief Executive and led the merger of constituent organisations. Launched the agency on time and to budget, managing significant risks from the difficult legislative and political environment.

£8m turnover. Clients including Vodafone, Xerox Europe, British Gas, Yell, Rank Hovis, Lucent, Standard Chartered.- Led projects including culture alignment, strategy, re-engineering of core business processes, cost saving, logistics optimisation, investment analysis and innovation management.- Internally, part time operations manager for 12 months: responsible for managing utilisation, financial forecasting, setting sales targets and HR, finance and legal services across £8m revenue.

Providing consulting services across retail and commercial banking, wealth management, insurance and life insurance- Led strategic reviews of wealth management and insurance sectors and a project portfolio review of the general and life insurance businesses.- Delivered process re-engineering projects within retail banking and IT, new product development in retail and commercial banking, developing a combined online/telephone proposition for retail banking.