Brought in by the CEO on an interim capacity to advise on organisational and functional transformation as the organisation continued its global expansion. From advisory, role turned into a very hands on to restructure and staff the HR function, culture change, organisational development and M&A.

Our mission at Gooroo is to help unleash potential - where people, organisations & communities can aspire to achieve something more valued.Gooroo makes it easier for individuals to find opportunities, makes hiring talent more accurate, workplaces more productive & organisations more growth focused.

Slater and Gordon Limited (“Slater and Gordon”, ASX:SGH) is a leading consumer law firm in Australia and the United Kingdom (UK), employing 1,210 people in 54 locations across Australia and 3,130 people across 25 locations in the UK(i). Slater and Gordon’s mission is to give people easier access to world class legal services. The firm provides specialist legal and complementary services in a broad range of areas.

We are globally experienced HR leaders who believe passionately in the critical role HR must play in today's organisations….one which translates into improved bottom-line results and highly engaged workforces. Our global HR leadership experience in world class organisations is our point of difference. HR thought leadership is our trademark. Our HR capability framework and progressive professional development programs span the HR function from the senior executive role down. We have deep experience in HR strategy development and transformation. Our global experience also gives us access to HR talent globally where a buy solution is needed. Putting it all together means we are exceptionally well placed to support organisations build world class HR functions.

Brought in to turnaround Human Resources function and help prepare the organisation for a future IPO. In 2 years, achieved 3 phase restructure of the function, adding required capability and changing out c.80% of the personnel in support of the capability upgrade. Implemented outsourced recruiting solution with saving on track to reach $10 million over 3 years. Significantly improved delivery capability through robust project management discipline to ensure all financial targets net and ROI delivery. Also managed acquisition and execution of 2 new call centres to accommodate 650 new consultants which were delivered on time and budget.

Rolls-Royce plc is a world-leading provider of power systems and services for use on land, at sea and in the air, operating in civil aerospace, defence aerospace, marine, energy and nuclear markets. Group revenues in 2010 were in excess of £11 billion, with an order book of £59 billion. The Group employed some 38,000 people in 50 countries worldwide, with more than 40% of employees locate outside of the UK.Primary challenges were organisational change and transformation, build capability and talent and to transform HR – all to support shift to a global power systems company and away from a British aerospace company Redefined people strategy in line with the above. All major HR programs redesigned and re-aligned with the global intent (leadership and management development, performance management, executive coaching, performance management, executive and management reward, grading, recruitment from pipeline to executive search, competencies etc). Three internal succession options provided.Redesigned and implemented HR delivery model to support global operation. Reduced headcount by 30% and £25 million in costs. Significantly increased capability within the function.Major talent acquisition program focused on the top 150 to improve global capability. Resulted in almost 40% of that group being new over a 3 year period. Significantly increased succession options. Introduced external assessment as a key tool for individual, team and organisation assessment which had a major impact and was well received. Member of the Group Executive. Board member on AEC - a joint venture with Goodrich Corporation. Chairman of the Digital Enterprise Board, the Common Support Functions Theme Board and the Community Investment and Sponsorships Board. Member of Functional Executive tasked with driving functional excellence throughout the company

The “new” Brambles was a dual listed company (UK and Australia) formed in 2001from the then existing Brambles businesses and its joint venture with GKN in the UK. This was a 40,000 employee B2B services business covering four unrelated sectors – distribution and logistics (CHEP), document management and storage (Recall), industrial services to steel and mining industries (BIS) and waste management (Cleanaway). The strategic business challenge was to determine which combination of businesses (from all to none) provided the greatest return to shareholders under the Brambles banner. The final outcome was to sell the BIS and Cleanaway businesses and create an Australian listed company comprising CHEP and Recall. Reduced the size of the company to c12000 but with significantly increased profit margins and growth potential.Led all aspects of HR work related to sales of businesses (including to private equity) and in the unwinding of the Dual Listed Company.Managed the merger and integration process for a medium size Austrlian competitor in the document management and storage businessRedesigned, realigned and upgraded capability of the global HR function.Redesigned and implemented improved core HR programs related to reward, talent management and performance management.Significantly improved succession planning across the businesses.

Allied Domecq was the world’s second largest wines and spirits maker and marketer behind Diageo which was over four times its size, hence not a truly credible competitor. The strategic imperative for AD was to create such a competitor via acquisition with the premier targets being Bacardi and Pernod.With no credible expertise or process in mergers and acquisitions, built in-house capability to execute and an M&A playbook as the "how to" handbook on conducting M&ASignificantly reduced churn at senior management levels through role profiling, improved selection process and introduction of external assessments.Built a credible HR capability into an organisation where HR was not valued as a core business functionIn keeping with a brand driven company, developed a people brand which linked the individual and product brandsMember of the ADSW Board and also Latin America Board.Successful merger with Pernod was executed in 2003

Member of the Integration Steering Team, which was responsible for the due diligence and planning activities for the merger of BHP and Billiton. Co-chaired a group of eight projects during this phase with personal leadership of four.As a member of a small, CEO-selected team, created the BHP Charter which became the organisations change driver.Played role as advisor and guide to the CEO and to the Policy Committee on the change process.Carried through major policy decisions to in support of culture change.Played lead role in the design and implementation of a new organisation model. Developed BHP’s People Strategy, which redefined the Employment Value Proposition and Employment Relationship. All major HR programs and processes redesigned to ensure their fit with the strategic intent of the organisationRe-designed and re-tooled the Human Resources organisational to form one, global function. Refocused Industrial Relations strategy on business outcomes.

Multiple roles of increasing complexity and seniority over the course of almost 16 years covering assignments in Europe, Africa and the US. Many of these were involved in major change and transformation, particularly in organisational redesign, acquisitions and sale of businesses