Experience

LiveScore Group

• United Kingdom
• Spectator Sports
• 200 - 300 Employee

• Chief People Officer

  • Jun 2021 - Present

  With our friends at Roxor Gaming demerging to join Aristocrat I’m pleased to continue my current role, now pivoted to be fully part of LiveScore Group. Livescore Group Limited is home to the renowned online sports media and betting brands LiveScore, LiveScore Bet and Virgin Bet. With our friends at Roxor Gaming demerging to join Aristocrat I’m pleased to continue my current role, now pivoted to be fully part of LiveScore Group. Livescore Group Limited is home to the renowned online sports media and betting brands LiveScore, LiveScore Bet and Virgin Bet.



Anzo Group

• United Kingdom
• Gambling Facilities and Casinos
• 1 - 100 Employee

• Chief People Officer

  • Jun 2021 - Present

  Anzo Group Limited is the ultimate parent company of Livescore Group Limited and Roxor Gaming Limited, and their subsidiaries. Our group is home to the renowned online sports media, betting and gaming brands LiveScore, LiveScore Bet, Virgin Bet and Roxor Gaming. Together, we strive to deliver world-class entertainment experiences for our customers. Anzo Group Limited is the ultimate parent company of Livescore Group Limited and Roxor Gaming Limited, and their subsidiaries. Our group is home to the renowned online sports media, betting and gaming brands LiveScore, LiveScore Bet, Virgin Bet and Roxor Gaming. Together, we strive to deliver world-class entertainment experiences for our customers.



The Stars Group

• Isle of Man
• Gambling Facilities and Casinos
• 500 - 600 Employee

• Interim Chief People Officer

  • Jun 2020 - Jun 2021

  The Stars Group is the ultimate owner of industry leading gaming brands including PokerStars, PokerStars Casino, BetStars, Full Tilt, PokerStars Championship, PokerStars Festival and MEGASTACK. Collectively, these brands have more than 115 million registered customers, forming one of the largest online gaming businesses in the world.Following the acquisition and merger (M&A) of The Stars Group by Flutter Entertainment in May 2020, I currently serve as the Interim Chief People Officer with the remit to bridge the gap between the outgoing CPO and incoming CPO. I have risen to the task of overseeing various internal restructures and strategic positioning of people and personnel that is making ready the business for an FTSE Top 50 positioning.I educate the CEO, board and c-suite teams from both businesses through the integration of business and people services, including the presentation of human capital data and recommendations on policy change. Day-to-day, I lead The Stars Group HR function of 130 across multiple jurisdictions and through organisational change. I have executed staged organisational design, redesigns and restructures in reflection of group change, and strategically aligned HR to changing business priorities, incepted supportive programs and supported the senior team in the delivery of HR needs on a day-to-day basis. I scope and recommend future-facing business and workforce plans, forecast on talent needs, address talent gaps and orchestrate learning and career development programmes. I am constantly reviewing the value and benefit of functions across the full HR life cycle and with a focus on strategic and cultural growth. Show less

• Global Director of People Services

  • Jun 2014 - Jun 2020

  Selected to partner with the Board, C-Suite teams and key stakeholders in the design, development and delivery of the Global HR Strategy, I defined the policy, structure and culture of the business from an HR perspective. Worked cohesively with business figureheads and decision-makers to evolve people services as a core business function and launchpad by which business success is achieved.I led successive engagements with the Board, Senior Directors and C-Suite over the value and vision of the People Strategy, and to provide Subject-Matter-Expertise (SME) to executives on change. I established and sustained positive strategic relationships and partnerships with regulators, auditors and government departments to ensure all compliance aspects are met for the iGaming and Gambling group. I also evolved brand identity, internal cultures and employee satisfaction through the introduction of the Global Corporate Giving Team that drove charitable initiatives. I’ve owned the set-up and closure of employing entities across the world, and strategically advised the board with recommendations over risk and financial implications of such. I managed 40-strong geographically dispersed direct reports in 12 locations in the world, and delivered transactional HR support to leaders within the group, and in response of country-level needs. I supported the strategic positioning of the company in readiness for the M&A with Flutter Entertainment Show less



glh Hotels

• United Kingdom
• Hospitality
• 400 - 500 Employee

• Head of Human Resources

  • Jan 2011 - Mar 2014

  Hired to work with the GLH Senior Executive Team and Global HR Director to drive the people strategy within the Hotels, Casino and HQ operations, I was challenged to develop an enhanced leadership culture that would underpin changes to the people strategy, introduction of new hotel brands and associated change. I collaborated with the Executive Leadership Team, Global HR Director and General Managers from the Guoman, Clermont, Amba and Thistle Hotels to lead constant strategic alignment of people strategies to business priorities and ambitions. I advised business leaders in how to use human resources as a competitive advantage in the creation of business plans, and how to improve the commercial value of people operations. I also coached the Executive Team through major strategic decisions around workforce development, organisational redesign and developing the business to be fit for international growth, performance managed 7 HRBPs in the execution of transformational change programmes and oversaw the evolution of the HR Business Partnered people model. Show less



Waitrose & Partners

• United Kingdom
• Retail
• 700 & Above Employee

• Head of Branch Personnel

  • May 2010 - Feb 2011

  I consulted within the Director of Retail Operations and Group Personnel Director within a short-term contract on how to shape, define and deliver a HRBP strategy for retail operations. Working across HQ to cascade changes to 30,000 partners and deliver benefits from a business-wide transformation programme, I delivered a business-wide transformation programme to enable a shift from generalist people function to a HR BP model that would underpin a restructure of the Retail Operations Teams in the UK. I incepted and delivered a robust recruitment and development ambition to support brand growth, coached Branch Personnel Teams and HRBPs through the roll-out of leadership changes in branches and handled the complex aspects of organisational development, redundancy and employee relations. I managed budgets, cost reductions, headcount reductions and process changes in HR Show less



figleaves.com

• London, United Kingdom

• HR Manager

  • Jan 2008 - May 2010

  Selected to work directly with the CEO and Executive Leadership Team to develop Figleaves.com People Strategy and Business Strategy that would support projected growth from £30m to £120m in a 3-year period, I immediately led a full organisational restructure, redundancy and recruitment drives to instil the right leaders to support the values, ambitions and competencies required for growth. I developed a 3-year Business Plan and People Strategy to simplify leadership structures for growth, and embed a new corporate culture and learning focus to upskill select talent, hosted focus groups, team events and introduced new tools to win the buy-in from key leaders, and to retain top-talent through organisational change. Coaching Directors, Managers and a 5-direct reporting team in advanced HR and people functions, I successfully implemented a new recruitment-retention strategy that leveraged huge cost savings through the use of social media, recruitment websites and ‘refer-a-friend’ schemes to search for new talent. I also launched a new performance management tool to the business that improved the fluidity of talent programmes, succession plans and investment in learning. Moreover, I introduced Insights, MBTI and structured development pathways in the Buying & Merchandising division that linked learning to pay grades, and training opportunities to career opportunities. I executed a headcount mapping exercise to identify key weaknesses in leadership structures and to form the basis for new directorate level recruitment, and introduced an outstanding reward and benefits package that sniped key talent from competitors Show less



B&Q

• United Kingdom
• Retail
• 700 & Above Employee

• Divisional HR Manager

  • Apr 2006 - Jan 2008

  Promoted as one-of-four field-based HR Managers to provide interventional support to retail stores across the UK, as well as feed critical insight to the Director of Operations and Director of Retail HR; I contributed to the development of B&Qs National People Strategy, and implementation within the South East region that encompassed 90 stores and 12,000 employees. I coached Divisional HR Business Partners and Training Managers to increase their personal effectiveness in advising, guiding and improving the value of people functions at localised levels, spearheaded the delivery of the People Strategy in the South East, and creation of the SE Business Plan, selected and developed fast-rising talent for senior manager and directorate level roles.Sustaining high employee engagement metrics across the division, and rapidly tackled challenging areas, I delivered change and transformation programmes with a focus on step-changes that support HR KPIs. I also built a divisional recruitment and retention strategy that linked to value-benefits from L&D and handled escalated employee relations issues, and guided leaders on achieving successful outcomes. Show less

• Divisional HR Business Partner

  • Feb 2002 - Apr 2006

  Travelled across the UK to coach Regional Managers and Store Managers in the application of the groups HR strategy, over a critical period, I led the integration of people change within 20 stores that impacted on a 5,000+ staff remit. I demonstrated skill in planning regional HR activities, including succession and absence strategies.I resourced high-calibre senior B&Q managers to fulfil key strategic gaps, and add to the succession plan, managed, coached and developed store-level HR teams and provided interventional advice and support and implemented top-level disciplinary, grievance and employee relations plans that enhanced outcomes. I incepted leadership development programmes for senior managers, and served as a mentor, delivered world-class employee engagement results, including in the face of taxing change and reduced absence and turnover, addressed headcount reductions and redundancy action. Show less