Sue Ells Email & Phone Number

Greater London

Sue designs, implements and re-energises transformational change programmes. She works within the context of the organisation’s business strategy, and links her work to the vision, values, culture and performance. She coaches leaders at board level and their teams, and builds skills in change leadership and management for a world of rapid change, complexity and challenge.Work by Sue includes :• NHS - coaching a number of CEOs at different trusts• Girlguiding Cymru – design/delivery of leadership/change skills development events for talented young women across Wales• Home Office – 3m project to provide programme definition/direction for people capability (engagement, learning and culture, future workforce), & leadership team governance support• Home Office – design/delivery engagement event for outgoing DG/top team• NHS Providers – design/delivery of events to research Non-ExecDirec tor views for creation of assurance tool for people/workforce. • UK GOV BEIS – working with core team to prep for M&A/MoG changes• NHS - setting up a national network of workforce/OD Non-Exec Directors to support best practice board assurance• Henley Business School - leading change event delivery• NHS Improvement + NHS Providers - delivery of transformational change events for workforce/OD assurance• NHS Providers – researching & reporting with colleague Ginny Edwards on workforce/OD assurance, published nationally by NHS Providers• Global Healthcare Insurance co – reviewing major change programme and advising snr team about building engagement for increased impact/cost effectiveness.• UK GOV - Designing/facilitating collaborative working event to deliver manifesto commitments for 2 Cabinet Office depts• Major charity – advising on strategy, co-design and co-delivery of new change programme• Airline industry - designing/delivering project management + change skills event for PMs• Healthcare – designing/delivering joint business strategy events for 2 merging organisations

Godalming, Surrey

Ashford And St Peter' Hospitals Nhs Foundation Trust

Sue worked as a Non-Executive Board Member in an Acute Trust and was re-appointed twice by Governors to continue in this role. Her focus was on 3 key areas :- workforce and organisational development (OD)- patient engagement (representing the board in regular patient meetings)- promoting sustainable behaviours amongst patients and employeesSue also introduced the concept of developing new values and matching behaviours and culture against these. Sue chaired the Workforce and OD sub-committee for the Trust (which she set up in 2013). Most recently she advised in matters relating to broader stakeholder engagement across the wider healthcare economy.

London, United Kingdom

CSR/Unlocking the Talent/Programme Director - Responibility : design & implementation of a major experimental transformation programme for BT’s Chairman, Sir Mike Rake. Objective : to see how CSR can be used as an effective employee engagement mechanism through learning & development and other means to inform how best for BT to introduce new ways of thinking and working for all of BT’s 87,000 employees. Approach included joint working with Ashridge Consulting, Henley Business School, CWU and Prospect unions, Forum for the Future, In Sync coaching and the charity Action for Happiness, and co-ordinating with BT Group's HR team, all as part of a wide-range of approaches to engaging more employees in more CSR activities.• Major business-wide programme trouble-shooting : working with colleagues so see how building new skills and engaging people in different ways increased programme success. • Designed and delivered cultural assessment for one of the CEO’s of BT’s lines of business to look at what new behaviours would bring greater commercial success• Designed and delivered a number of high profile leadership development and team building/engagement events for new business groups which were formed as a result of M&A activities.

Hampshire

• Sourced methods and tools, built team to 40+ consultants with additional contractors• Sold projects to a number of major organisations in Europe and Far East as well as UK and maintained utilisation for team • Responsible for carrying out bid work and risk assessment for major programmes• Responsible for all consulting sales into BT client• Worked with programme management colleagues to complement their skills and expertise for task/time/budget management with an understanding of how to motivate different stakeholders to ensure there was good people alignment to programme goals

Hampshire

• Worked across the whole Syntegra business, setting up a change management special interest group to raise awareness about how the IT consultancy provision could increase its success by including human factors in a more rounded approach• Designed and delivered learning and development events for technical and programme colleagues to build a language of people transformation and change• Built credibility by winning and delivering major IT programmes more successfully by including a people element (variety of clients including private sector finance, engineering, technology and public sectors)• Took on additional role as Global Consulting Manager during the expansion of UK consulting into other countries, looking at opportunities for standardisation of service offerings which ran end-to-end for clients• Made successful business case to set up and lead a new change management consulting practice for Syntegra

London, United Kingdom

• Client work included sale and delivery of numerous local authority consultancy assignments, central government and MOD. Reviewed a variety of public sector operations, recommending strategic options for business models during compulsory competitive tendering (CCT)/market testing. Business planning for numerous organisations, recommendations for out-sourcing, partnerships etc. Managed teams of up to 14 consultants to deliver range of business requirements, including major change management/culture development initiatives. Internal activities included • Trained C&L consultants in basic change management concepts. Developed change management tools/products for use with clients. • Managed B’ham office public sector activities for unit of 15 consultants, also carried out marketing work (developing plan, programme against plan, delivery of events and client relationship development). • Directed major change management programme over 12 months for 1200 management consultants in London, moving to an agile working environment with new working styles from a traditional workplace, designed to both reduce overheads and increase productivity - both benefits delivered• Set up and ran change management focus group for interested consultants, developing new approaches to working with clients facing major organisational change. Designed/delivered team building for project teams.

Mba, (With Marketing + Learning & Development Focus

Bsc 2(I), Human Psychology