Victoria Thorp Email & Phone Number

Uk

Board Member: Director / Trustee.HIWWT is part of The Wildlife Trusts, a federation of 46 local independent charities working across the UK to create a wilder future. It has grown to become one of the largest and most successful nature conservation charities in the region, with 130 staff and a turnover of £8 million.This role holds the Board specialism for HR, culture, EDI, people, leadership & development and is a member of the Remuneration Committee.

Uk: Wiltshire, Hampshire & Iow.

Recruit & recommend to the Senior Presiding Judge (exercising functions on behalf of the Lord Chief Justice) candidates for appointment to the Magistracy. As a Lay Member of the Conduct Advisory Committee: Investigate allegations of misconduct by Magistrates and make recommendations to the Lord Chief Justice and Lord Chancellor in accordance with the Judicial Conduct Rules 2023 and Justice of the Peace rules 2016.

Fleet, Uk

Key member of the Global Leadership Team, responsible for all Operational functions for the business. Teams comprised 90 UK staff and 13 in the US; customer support teams, project Management, operational delivery teams, field Service engineers, procurement and business support. I transformed the Operations function from disparate teams brought together via M&As, into an efficient operation, where each team understood how they contributed to the overall business. I championed a growth mindset, enabling Ops to contribute towards our land and expand strategy and to positively impact our customer satisfaction NPS. I ensured that EDI was actively valued, people were well motivated and engaged with the business. During FY23, Operating costs were reduced in line with business targets. I sensitively managed a 15% headcount reduction across Ops Depts. Working closely with the Chief People Officer, to manage all employee relations issues including redundancies, re-deployments and settlement agreements. Alongside the reduction in Operations costs, I also improved productivity and introduced a global Ops strategy, KPI’s & OKR tracking for all Ops Depts. Against this landscape of change and transformation, I re-modelled the Operations function to introduce much needed key roles into the structure. I recruited and developed the right talent, mentored and coached managers and leaders to overcome their challenges and achieve their goals. Staff churn reduced and Employee Engagement levels increased.

England, United Kingdom

Ceem provides a personalised video messaging, direct marketing platform, which can be used in a wide variety of ways: Commercial Brands – for internal messaging (used for Employee Engagement), and external messaging for B2B and B2C brands. Fundraising and philanthropic organisations – For one to one engagement with existing and potential donors, or for investor and stakeholder relations. The Operations Director role at Ceem encompassed the typical backbone of evolving start-up Operations: Designing and implementing business policies and processes. Setting up structured teams that enabled the business to function within the relevant legislative requirements, with credibility and in a structured way, to support sustainable business growth.

United Kingdom

Flowbird delivers parking and transportation ticketing systems & software, for smart cities. It is an international market leader in urban mobility and smart city solutions. At Flowbird, I managed 90 diverse staff, across multiple sites, UK & France. My key achievements included introducing collaboration across multi-functional teams and delivering improvements for our own staff and our clients, by focussing on the links between Employee Engagement, Customer Service and commercial success. I drove significant improvements in the software development processes, customer service standards and improved Employee Engagement and productivity. I strategically managed the Voice of the Customer programme, ensuring that key findings informed future business direction.

London, Midlands & The South

CCUK is one of the world’s leading out-of-home advertising companies. It’s infrastructure encompasses bus shelters, billboards and digital media, on street and in shopping malls. I managed a staff of 250, across 7 UK based Operational sites. I lead a diverse, multi-skilled workforce. I transformed the performance of the UK’s largest contract with TfL. My improvements enabled us to exceed the terms of their SLA whilst building trust and mutual respect. I delivered added value by introducing increased operational efficiencies and additional services. I developed a cohesive, motivated and high performing senior management team to work collaboratively and efficiently. I re-shaped the operating model in London, following the rapid expansion of the then relatively new digital estate. I established a H&S culture based on behaviours and values, leading to significantly reduced accidents and safety related risks.

County Division - Wiltshire

At Wiltshire Police I had an active role on the Senior Leadership Team, with a Superintendent equivalent rank. I managed a budget of £30m and lead a staff of 60, in a wide variety of roles across multiple premises. Responsible for finance for the BCU, HR and employee relations issues, estates, Health & Safety, compensation investigations and lead on various committees and forums with partner agencies and community groups. I was the Senior Leadership Team lead for Citizen Focus, a new concept at that time introduced by the Home Office. I attended many national conferences & working groups, to ensure that best practice was understood and implemented within our operating model. I worked with our external partners and key internal and external stakeholders, including those with specific needs within our communities, to develop processes to enhance the customer experience and build confidence in the police. I created a Home Office compliant Business Continuity Planning capability, enabling best practice across the BCU. I was the SLT lead for risk, governance & compliance; handling complaints and compensation in accordance with national IPCC framework, whilst implementing process improvements to reduce future complaints, improve service delivery and reduce the risk of compensation. I lead on change management including a large scale transformation of all support functions, where 2 large Divisions were combined to create one large Basic Command Unit. There were many Employee Engagement and Employee Relations challenges, which I managed in accordance with employment law, all delivered sensitively and efficiently. I achieved high staff morale and staff retention, through team building, individual mentoring, training and development programmes. As anadvocate for EDI, I introduced a successful programme to improve the representation of women within senior ranks, which delivered a wide range of benefits, for both male and female colleagues.