Experience

Pallot Cook Consulting

• United Kingdom
• Human Resources Services
• 1 - 100 Employee

• Independent Human Resources Consultant

  • Oct 2017 - Present

  London, United Kingdom We provide HR consultancy services supporting start-ups and growing SMEs. If you have a HR need please contact me directly to discuss how we can help you.



Big Yellow Self Storage

• United Kingdom
• Warehousing and Storage
• 200 - 300 Employee

• Trustee

  • Jul 2019 - Present

  I'm very proud to support The Big Yellow Foundation's aim of helping vulnerable people lead brighter lives. You can see the work we support through the link below and If you'd like to make a contribution please visit https://uk.virginmoneygiving.com/charity-web/charity/finalCharityHomepage.action?charityId=1016595



Barclays

• India
• Outsourcing/Offshoring
• 1 - 100 Employee

• Africa Divestment - People Lead

  • Jul 2016 - Sep 2017

  Barclays took a strategic decision to exit from it African Businesses (Barclays Africa). This was a significant project selling businesses in 17 countries as well as separating any services provided by Barclays to Barclays Africa or vice versa. My role was the People Lead and encompassed: - Working with the Senior HR Specialists (in Barclay and Barclays Africa) to agree their position on services and commercial arrangements to be implemented post separation. - Creating, managing… Show more Barclays took a strategic decision to exit from it African Businesses (Barclays Africa). This was a significant project selling businesses in 17 countries as well as separating any services provided by Barclays to Barclays Africa or vice versa. My role was the People Lead and encompassed: - Working with the Senior HR Specialists (in Barclay and Barclays Africa) to agree their position on services and commercial arrangements to be implemented post separation. - Creating, managing and driving a HRBP Working Group to ensure all impacted individuals / teams were engaged and the appropriate work completed; including recognising and providing solutions to areas where multiple projects would impact teams simultaneously. - Working with the Barclays Centres of Excellence to ensure they understood and updated their operating models for post-sale and through any transition periods. - Working with a broad spectrum of non-HR experts to fully understand the legal and regulatory requirements and ensure the appropriate HR experts were implementing these. I worked with multiple finance teams, legal teams, external counsel, Risk & Governance, Compliance teams as well as Business Management and Operational Teams.

• HR Professional

  • Sep 2015 - Jul 2016

  London, United Kingdom For this period of time I moved around Barclays covering critical HR roles. Areas of work I covered included: 1. HRBP to a successful B2B Sales and Operational team alongside supporting the Senior Management of strategic Business Support Functions. Conflict management support across the senior teams due to differing priorities along with technical HR support following Barclays wide edicts directly impacting on headcount. 2. Strategic review and Re-Organisation of a National… Show more For this period of time I moved around Barclays covering critical HR roles. Areas of work I covered included: 1. HRBP to a successful B2B Sales and Operational team alongside supporting the Senior Management of strategic Business Support Functions. Conflict management support across the senior teams due to differing priorities along with technical HR support following Barclays wide edicts directly impacting on headcount. 2. Strategic review and Re-Organisation of a National Sales Team 3. Engagement partner for all Barclays Functions Teams, including HR, for an exceptionally large and fast implementation of a global HR system (Success Factors). The role was the interface between the project teams (both Barclays and implementation partners, namely Accenture), the HRBP teams and the business

• Transformation & Change

  • Nov 2013 - Sep 2015

  London, United Kingdom At this time Barclays merged all Operations and Technology (O&T) teams together into bank wide global teams creating a global community of circa 60,000 people. My role was supporting the creation of a Resourcing Organisation to recruit this population, a key skill was the ability to build strong working relationships and leverage these to influence and drive results through peers. Areas of work undertaken included: 1. Designing and aligning the O&T Resourcing organisation, agreeing the… Show more At this time Barclays merged all Operations and Technology (O&T) teams together into bank wide global teams creating a global community of circa 60,000 people. My role was supporting the creation of a Resourcing Organisation to recruit this population, a key skill was the ability to build strong working relationships and leverage these to influence and drive results through peers. Areas of work undertaken included: 1. Designing and aligning the O&T Resourcing organisation, agreeing the structure and establishing the model whilst the teams undertook BAU. 2. Establishing and running a central project office 3. Creating a Management structure for O&T Resourcing including establishing and running an appropriate risk committee, all governance issues, headcount management, etc. alongside providing confidential support for people issues across the Resourcing team.

• HR Effectiveness

  • Feb 2012 - Sep 2013

  During a period of significant change within the Senior HR population I was offered a role, newly created, to encourage me to stay a member of the HR team. I had 2 key areas of responsibility: 1. People Management of a talented but under-performing Recruitment team working across Finance, Legal and some highly specialist skill sets. 2. Project management of Resourcing projects covering multiple areas of the Retail Bank Technology and Operational HR teams alongside supporting… Show more During a period of significant change within the Senior HR population I was offered a role, newly created, to encourage me to stay a member of the HR team. I had 2 key areas of responsibility: 1. People Management of a talented but under-performing Recruitment team working across Finance, Legal and some highly specialist skill sets. 2. Project management of Resourcing projects covering multiple areas of the Retail Bank Technology and Operational HR teams alongside supporting the establishment of a Bank Wide Executive Resourcing team.

• Chief of Staff

  • May 2010 - Feb 2012

  A fast-paced, evolving role supporting the HRD of Global Retail Bank (GRB) whilst the Bank was undergoing significant amount of change. My role was extremely varied, exceptionally confidential and required me to deliver as part of a team but also drive and lead pieces of work. Examples of work undertaken were: 1. Ensuring Risk & Governance responsibilities were adhered to; working with / supporting areas which were not at the appropriate standard to resolve… Show more A fast-paced, evolving role supporting the HRD of Global Retail Bank (GRB) whilst the Bank was undergoing significant amount of change. My role was extremely varied, exceptionally confidential and required me to deliver as part of a team but also drive and lead pieces of work. Examples of work undertaken were: 1. Ensuring Risk & Governance responsibilities were adhered to; working with / supporting areas which were not at the appropriate standard to resolve deficiencies. 2. Business management: monthly status and progress reports; headcount management; supporting organisational change as required across GRB. 3. HRD Leadership Support: ensuring the HRD and the leadership team were delivering the actions they committed to the global HR team. 4. HRBP support to global business areas whilst Heads of HR were being recruited.



Orange

• Germany
• International Trade and Development
• 1 - 100 Employee

• Head of HR - HRBPs

  • Nov 2008 - Apr 2010

  London, United Kingdom I lead a team who supported a high number of the UK Management Team and their respective teams who undertook Retail and Business Marketing, Strategy, B2B Sales and the over-arching Orange strategy. The population supported were predominantly a highly specialised Senior Management population with niche skills along with a significant middle management population. Critical parts of my role included: 1. Building strong relationships with the Senior Management team enabling me to… Show more I lead a team who supported a high number of the UK Management Team and their respective teams who undertook Retail and Business Marketing, Strategy, B2B Sales and the over-arching Orange strategy. The population supported were predominantly a highly specialised Senior Management population with niche skills along with a significant middle management population. Critical parts of my role included: 1. Building strong relationships with the Senior Management team enabling me to coach and support them in the management of their teams. 2. Leadership of a small HRBP team and working with the broader Head of HR community enabling us to establish a true HRBP operating model. 3. Introduction of flexible working across all UK sites including Union consultation, employee communication and implementation. 4. Due diligence on a potential acquisition and being part of the initial working group looking at the T-Mobile and Orange Joint Venture that created EE. Show less



Denton Wilde Sapte

• United Kingdom

• HR Business Partner (Banking & Finance)

  • Dec 2007 - Nov 2008

  London, United Kingdom I joined DWS to aid the introduction of the HRBP model. My role was a Business Manager where I demonstrated the importance of HR being part of the mangagement team through providing commercial HR advice. My key areas of responsibility were: 1. All people issues within the Banking & Finance department, e.g. disciplinary procedures and performance management. This included supporting Partners to identify, address and manage people issues in a constructive, timely and appropriate… Show more I joined DWS to aid the introduction of the HRBP model. My role was a Business Manager where I demonstrated the importance of HR being part of the mangagement team through providing commercial HR advice. My key areas of responsibility were: 1. All people issues within the Banking & Finance department, e.g. disciplinary procedures and performance management. This included supporting Partners to identify, address and manage people issues in a constructive, timely and appropriate manner. 2. Engaging, coaching and supporting Partners in the best way to motivate and drive performance of their teams. This included supporting the Partners to take ownership of initiatives such as on-going performance appraisals (rather than a yearly focus), Employee Engagement Surveys and good people management practices. 3. Working with the Firm’s CEO and supporting the development of new management approaches such as a modernised and enhanced Partnership lockstep agreement. Show less



Misys

• United Kingdom
• Financial Services
• 700 & Above Employee

• HR Business Partner

  • May 2006 - Dec 2007

  London, United Kingdom I was a Senior HRBP working with both highly specialised and senior teams (Product, Marketing & Strategy, CFO) along with a volume customer service area. My role included: 1. Full HR support for this highly differentiated client group with the added complexity of many past mergers and acquisitions not having been fully integrated within the Organisation. 2. Working with the Senior Management teams to deliver the business strategy and an aligned HR approach. Within this… Show more I was a Senior HRBP working with both highly specialised and senior teams (Product, Marketing & Strategy, CFO) along with a volume customer service area. My role included: 1. Full HR support for this highly differentiated client group with the added complexity of many past mergers and acquisitions not having been fully integrated within the Organisation. 2. Working with the Senior Management teams to deliver the business strategy and an aligned HR approach. Within this area I supported many pieces of work including the off-shoring of Finance, the acquisition of small niche companies and their critical people into Misys along with transformation and change within existing pockets of the organisation. Show less



Alliance & Leicester

• Financial Services
• 100 - 200 Employee

• HR Business Partner

  • Sep 2003 - May 2006

  Leicester, United Kingdom I joined A&L on the HR graduate scheme which supported my development of all critical HR skills. I spent time working with all the Senior Leaders within HR. Key areas of work I undertook were: 1. Centralised the Recruitment for all Branch Staff. I supported the initial business case creation, ran the pilot and helped deliver the implementation across all 350 A&L UK branches. This role was recruitment focused however I also gained invaluable project skills from implementation of new… Show more I joined A&L on the HR graduate scheme which supported my development of all critical HR skills. I spent time working with all the Senior Leaders within HR. Key areas of work I undertook were: 1. Centralised the Recruitment for all Branch Staff. I supported the initial business case creation, ran the pilot and helped deliver the implementation across all 350 A&L UK branches. This role was recruitment focused however I also gained invaluable project skills from implementation of new technology and I had a small team to manage. 2. Due to my success across other areas of the programme I was invited to work for the HRD (Board Level, Top 100 FTSE Company) as a project manager. The key project I implemented was the harmonisation all employee contracts across the Senior Management population. 3. HRBP for technical (financial advice) for a high achieving service centre supporting the management team to motivate and develop a high performing, long-serving team. 4. HRBP for the Retail Network. I worked as part of a team supporting over 200 Retail Branches for all their HR needs. The skills I developed here included key operational skills such as people management, disciplinary and grievance procedures along with supporting leadership development for junior to senior members of the management team. Show less