Experience

University of Warwick

• United Kingdom
• Higher Education
• 700 & Above Employee

• HR Strategy Director

  • Jan 2020 - Present

  Leading the development and delivery of the University HR strategy, aligned to the mission of delivering ‘excellence with purpose’ and Warwick 2030 strategic objectives. Developing a University wide Talent strategy which enhances the employee experience and Warwick employer brand, and builds a diverse workforce by embedding socially inclusive approaches to attraction, recruitment, development and retention. Developing a contemporary Reward and Recognition strategy based on a total remuneration approach which is equitable, inclusive and underpins the talent strategy. Established a Voluntary Leavers and ‘Time Back Benefits’ Scheme which generated £10+m cost savings.



BT Group

• United Kingdom
• Telecommunications
• 700 & Above Employee

• Change Director - Corporate Affairs - BT Group

  • Jan 2018 - Oct 2019

  Reporting to the Chief Corporate Affairs Officer with responsibility for the implementation of BT-wide strategic HR initiatives.• Led BT Group Corporate Affairs leadership team through organisation re-design and implementation aligned to BT’s new pay and reward framework and location strategy, delivering a 30% labour cost reduction.• Managed union consultation and redundancy consultation, putting in place support mechanisms to ensure a considerate employee experience for individuals leaving BT, and to maintain engagement of those staying with BT.• Led talent attraction and acquisition required to build the new Corporate Affairs function.

• Change Director - Internal Communications - BT Group

  • 2015 - 2018

  Led the transformation of Internal Communications (IC) to create and embed a pan-BT IC function and build the communications capability required to deliver BT’s transformation and growth agenda. • Led operating model change from inception through to implementation - moving to a design which created new teams, reduced duplication, and increased consistency and capability within existing budget envelope. • Worked collaboratively with C-suite from all divisions to influence and gain buy-in to a new pan-BT Operating Model.• Defined and delivered the IC strategy needed to embed BT’s culture change and new values.• Professionalised IC to build capability – established skills framework, redefined roles and responsibilities, aligned performance management, established talent development and succession planning.• Created a significant uplift in capability through increased churn (22%), external recruitment (15%) and pioneering ‘Trusted Advisor’ influencing and coaching skills and change communications development programmes. • Worked with BT Group CEO, HRD and CFO to design, deliver and communicate BT’s new vision and strategy, the case for change and an overview of the BT wide transformation plans to increase engagement across the organisation.• Led a matrixed BT Group Function of 140 FTE and a budget of £12m. Developed and delivered the pan-BT IC people strategy and plan.

• Change Director - Organisation Design -BT Group HR

  • 2011 - 2015

  Pan-BT Organisation Design and Culture ChangeProgramme Director for pan-BT Organisation Design and culture change initiative, from design through to implementation, building clear, leadership accountabilities and empowerment by implementing a simplified organisation -‘Space to Lead’.• Led pilot phase of the programme, successfully proving the ’Space to Lead’ method would deliver simplicity and empowerment benefits, as well as cost savings of circa 7%, facilitating the approval of the rollout investment case.• Led Organisation Design rollout across BT – an organisation of 100,000 employees globally – using the Decision Making Accountability (DMA) Organisation Design methodology.• Built strong relationships with the Business Units and Group HR Change Office to integrate with pan-BT HR plans. • Developed HR Business Partner capability and co-designed the change deployment approach to enable the transition to approved structures.• Advised senior leaders on methodologies and approaches for effective change leadership during the transformation. • Delivered a reduction in management layers from 12 to 7, increased spans of control from 5 to 9, and £47m cost saving. Strategic Workforce Planning• Led pan-BT programme to develop a view of strategic workforce demand and supply challenges based on technological and social trends and future skills availability.• Definition and mobilisation of a pan-BT programme to develop and implement a consistent approach to Workforce Planning, based upon common processes and data architecture, using a common skills framework. • Engagement of executive sponsors and senior stakeholders across BT to gain commitment to business case.



Openreach

• United Kingdom
• Telecommunications
• 700 & Above Employee

• Portfolio Director - Change Practice

  • 2008 - 2011

  • Managed a Budget of circa £20M, team of 9 remote Direct Reports, and a benefit delivery target of £217M. • Led an organisation of 300 people from four capability teams (Analysis & Diagnostics, Programme & Project Management, Process Development, and Change Management) • Established Centre of Excellence Programme to uplift Openreach change capability in Programme & Project Management, Business Analysis & Diagnostics, Process Design, and People Change Management • Personally briefed members of Openreach Executive on the Change Centre of Excellence Programme gaining strong buy-in and commitment • Ensured delivery of Openreach Change Plan through rigorous resource demand planning & supply management • Up-scaled size of Change Practice (150 to 300 FTE) over 6 months to enable Change Plan to be delivered • Restructured organisation to cope with increased size, and shift in focus towards capability development • Managed numerous complex HR cases through to completion • Developed the capability required to deliver sustainable business change in line with Openreach Change Plan • Instigated Professional Equity Programme to raise consulting skills and instil a commercial mindset across senior and middle management team • Increased Change Practice capability by 15% based upon desired skills/ competencies profile • Increased talent representation and future pipeline of talent through succession planning/ development



Capgemini

• France
• IT Services and IT Consulting
• 700 & Above Employee

• Head of Consulting for Aspire (HMRC IT Organisation)

  • 2004 - 2008

  Achievements• Developed the transformation roadmap and programme charter, including definition, classification and prioritisation of 20 immediate and 30 medium-long term projects. Total value, £6M • Established initial scope and plan for the transformational initiatives to be undertaken across the entire IT service delivery organisation of 3,500 staff• Secured buy-in of Aspire and Capgemini Consulting Executive teams to the concept and creation of an internal, non-competing consultancy unit – ‘Consulting for Aspire’ • Built a Consulting Practice enabling the implementation of the vision to improve productivity through process industrialisation, clear accountability, and development of a performance culture • Developed consulting skills/capability across organisation through design and delivery of Aspire Talent Academies• Developed Change Management methodology to ensure consistency of approach and deliverables across change projects. This was incorporated in to the Global Capgemini Consulting methodology • Became the master trainer in Organisation Design and Change Management, delivering training to consultants from across Europe at Capgemini University, Paris• Recognised as an influential ‘Trusted Advisor’ to Executive team on organisational change in Aspire• Pioneered a Leadership Development Programme in the Live Services business unit• Set up the Aspire Accelerated Solution Environment (ASE) – a best practice facilitated working environment to enable collaborative working between Aspire and HMRC• Successfully lead the integration of business processes during the merger of the Inland Revenue and Customs & Excise (to become HMRC) ensuring a smooth transition on Day 1 • Led business continuity stream of Compulsory Redundancy Programme achieving a headcount reduction of 20%, without disrupting service to HMRC

• Managing Consultant

  • 1999 - 2004

  Client: Motorola Role: European Change Management LeadAssignment: European Oracle Implementation, based on a global business solution developed in US• Programme responsibility for Organisation Design, Communications, Training, and Business Readiness for UK and Germany, as well as being UK Site Change Programme Manager• Project managed Purchasing, Logistics, Product Data Management, Planning, Scheduling, and Costing teams• Primary contact with UK senior management, ensuring ownership of decisions, buy-in of changes, preparation for ‘Go/No-Go’ meetings, and managing expectations regarding ‘re-designs’ to global solution.• Managed 10 Capgemini consultants, 10 client business analysts, and 3 Oracle consultants• Developed and implemented European Change Management Strategy and Plan• Successfully implemented new organisation design including introduction of a European Planning function – involving job design, evaluation and job matching, ensuring union consultation to avoid industrial relations issues. • Trained approximately 2,000 staff in UK and Germany in new processes and systems• Business fully prepared for implementation with successful ‘Go-Live’ of European solution in both countries.• Implemented new systems, processes and roles, simultaneously across six business functions• Established a cohesive multi-cultural, team environment within the UK, and between UK and German sites• Directed and managed post implementation support for UK and German sites, involving over 50 peopleClient: Department for Works & Pensions (DWP) Role: Change ManagerAssignment: Change Programme Validation and Re-design • Carried out an initial change readiness assessment through a series of focus groups across the UK• Presented recommendations to the Change Management Board, developed Change Management plan for Design phase covering visioning, a leadership review, change strategy development and planning, and change programme team restructuring



EY

• United Kingdom
• IT Services and IT Consulting
• 700 & Above Employee

• Senior Consultant, Consultant

  • 1996 - 2000

  Client: Kellogg’s Role: Change Management Lead - Manufacturing Assignment: European ERP Design & Implementation Change Programme Achievements • Lead consultant for the Organisation Design and Change Management activities for Kellogg’s European transformation programme based upon an Oracle ERP solution. The scope included Manufacturing, Manufacturing Engineering, Purchasing, Supply Chain Planning, and Product Data Management, both at a European level, and across four manufacturing plants (England, Wales, Germany, Spain) • Led the organisation redesign of Kellogg’s manufacturing – working with the four Operations Directors to design a common organisation structure to be implemented across European factories • Successfully redesigned the pan-European manufacturing business processes for Oracle ‘Process Manufacturing’ • Worked with the client’s operational management to ensure business readiness to enable consistent implementation of organisational changes, including new business processes, and common job designs and organisation structure



CSC

• United States
• Information Technology & Services
• 700 & Above Employee

• Consultant

  • 1994 - 1996



Lucas Engineering & Systems

• Industrial Machinery Manufacturing
• 1 - 100 Employee

• Consultant

  • 1989 - 1996

  Key responsibilities included providing strategic advice and programme management expertise to internal and external clients to deliver business and process efficiencies and driving transformational change. Industry sector experience focused on Manufacturing. Clients included: Lucas Aerospace (USA), Lucas Electronics, Lucas Automotive (Canada), Bruel & Kjaer (Denmark), Smurfit Packaging (Ireland) Key responsibilities included providing strategic advice and programme management expertise to internal and external clients to deliver business and process efficiencies and driving transformational change. Industry sector experience focused on Manufacturing. Clients included: Lucas Aerospace (USA), Lucas Electronics, Lucas Automotive (Canada), Bruel & Kjaer (Denmark), Smurfit Packaging (Ireland)