Experience

Albany HR
• United Kingdom
• Human Resources Services
• 1 - 100 Employee
• Human Resources Consultant

  • Aug 2021 - Present

Dentons
• United Kingdom
• Law Practice
• 700 & Above Employee
• Human Resources Business Partner

  • Nov 2020 - Aug 2021

CNM College of Naturopathic Medicine
• United Kingdom
• Wellness and Fitness Services
• 1 - 100 Employee
• Director of Studies

  • Aug 2020 - Aug 2021

The University of Edinburgh
• United Kingdom
• Research Services
• 700 & Above Employee
• Head of HR

  • Dec 2019 - Apr 2020

Seven Investment Management LLP (7IM)
• HR Manager

  • May 2018 - Oct 2019


Natural Power

• Oil and Gas
• 1 - 100 Employee

• Head of HR

  • Jan 2017 - Feb 2018

  Responsible for the people agenda for this growing renewable business based in the UK, Ireland, US and France. Implementing new and improved resourcing, performance management, learning and development, and talent strategies to improve management capability to support the business objectives. Managing a small team of a Resourcing Consultant, L&D Consultant and HR Assistant providing an aligned approach to the business. Responsible for the people agenda for this growing renewable business based in the UK, Ireland, US and France. Implementing new and improved resourcing, performance management, learning and development, and talent strategies to improve management capability to support the business objectives. Managing a small team of a Resourcing Consultant, L&D Consultant and HR Assistant providing an aligned approach to the business.



Department for International Development

• United Kingdom
• Government Administration
• 700 & Above Employee

• Senior HR Business Partner

  • Jun 2015 - May 2016

  Senior management contract role in Civil Service organisation, supporting the Director General on strategic initiatives from improving team capability, working in partnership and introducing workforce planning across corporate performance and top management groups. Senior management contract role in Civil Service organisation, supporting the Director General on strategic initiatives from improving team capability, working in partnership and introducing workforce planning across corporate performance and top management groups.

• (Interim) HR Manager

  • Jan 2015 - Jun 2015

  Interim HR management role in Renewable Consultancy firm, providing operational support on ER issues, employee engagement surveys, flexible working policies, competency frameworks and general HR advice. Interim HR management role in Renewable Consultancy firm, providing operational support on ER issues, employee engagement surveys, flexible working policies, competency frameworks and general HR advice.



Axcess Financial

• United States
• Financial Services
• 200 - 300 Employee

• Head of HR

  • Apr 2014 - Oct 2014

  Management of a team of 6 HR Business Partners across the UK and Polish network of 453 stores and working with the Directors to improve business performance. Set up strategic projects owned by each partner to deliver changes for the business that would improve leadership capability including 360-degree feedback, improve engagement and measure its effectiveness by introducing a new Engagement Survey, review the current policies and procedures to reflect new legislation, ensure FCA compliance by treating customers fairly. Latterly managing the redundancy programme for closing 77% of the business. Show less



Santander UK

• United Kingdom
• Banking
• 700 & Above Employee

• Senior HR Manager

  • Sep 2004 - Apr 2014

  • Extensive Change Management introducing a new HR Business Partner model to focus on the strategic aims of the Bank. In addition, harmonisation of terms and conditions to integrate various businesses under one company and numerous redundancy programmes.• Introduction of new succession and talent management programmes including attracting graduates, apprenticeships, interns and leadership development programmes across the Bank. As well as reviewing the leaders and their mobility and aspirations for growth in the company using various tools such as 9 box model, and 360-degree feedback.• Project management of pay and bonus reviews for the Bank. In addition, management of global businesses’ pay and bonus reviews ensuring market competitiveness by using market data analysis. Implementing new robust performance management framework using interactive Performance Development Plans.• Review of Learning Needs and analysis of requirements including introducing new learning packages from online providers such as Intuition, and embedding a new programme of accessible training.• Resource Planning particularly within the Retail network by providing strategic support on resourcing risks and issues across the network such as building forecasts of likely impact of development programmes, staff aspirations, graduate population and restructuring plans.- In the last year I was the HR lead on a major joint venture project for Santander Asset Management. Responsible for the management of the HR work stream to transfer all existing UK employees to a new joint venture company to set up an independent asset management firm with presence in 11 countries and the establishment of a platform for future growth in the institutional market. Reporting into the CEO, managed HR specialists in Payroll, Learning, ER and Reward to deliver requirements for the transfer of staff, working with the Group legal team, Deloittes, and managing stakeholders inc. union representatives. Show less

• Senior HR Manager

  • Oct 2011 - Jun 2013

  Reporting into the Retail Director, I managed all HR related activities within the North division of c.300 branches (c 2200 staff) with a team of 2 HRBPs with support from AoE consultants. In addition I supported the national agenda for the Retail Network including:• Early in Career programmes and initiatives for the UK Bank including graduates, apprenticeships, interns and leadership development programmes.• Embedding of new structure, practices and behaviours post management review• Succession plans and training plans for all sales roles within North Division• Providing strategic support on resourcing risks and issues across the network such as building forecasts of likely impact of Select programmes, Early in Career, aspirations of staff, current graduate population.• Advising and influencing key stakeholders within divisional team on people initiatives. Show less



Santander Cards UK Ltd

• Senior HR Manager

  • Feb 2010 - Oct 2011

  Reporting to the CEO of Santander Cards providing strategic direction and support to both him and his senior management team of directors ensuring that HR and my team support the business agenda and c. 325 staff. Reporting to the CEO of Santander Cards providing strategic direction and support to both him and his senior management team of directors ensuring that HR and my team support the business agenda and c. 325 staff.



Santander Asset Management UK

• Investment Management
• 1 - 100 Employee

• Senior HR Business Partner

  • Oct 2006 - May 2010

  Reporting to the CEO of SAM UK providing consultancy advice, strategic direction and coaching of Directors to the Global Business to improve management capability in both Glasgow and London offices . Reporting to the CEO of SAM UK providing consultancy advice, strategic direction and coaching of Directors to the Global Business to improve management capability in both Glasgow and London offices .



Banco Santander,

• Argentina
• Banking
• 1 - 100 Employee

• International Placement in HR Division, Madrid

  • Sep 2009 - Jan 2010

  For a period of 4 months, I was transferred to the Head Office of Santander in Madrid as part of the new International Programme for Talent Development within Santander. The main objective was to gain a greater understanding of the corporate policies and initiatives within Central HR. In addition, the processes and working culture of the Spanish company. I contributed to many corporate projects including ‘Santander eres tu’, an initiative to embed corporate cultures and improve the EVP, Talent initiatives including internal identification and external attraction, and a review of global recognition schemes. Show less



Santander Universities UK

• Banking

• Senior HR Business Partner

  • Mar 2009 - Jan 2010

  Reporting to the CEO of SAM UK and the Director of Santander Universities, and providing consultancy advice, strategic direction and coaching of Directors to both these Global Businesses to improve management capability in both Glasgow and London offices (SAMUK) and nationally (Santander Universities). Reporting to the CEO of SAM UK and the Director of Santander Universities, and providing consultancy advice, strategic direction and coaching of Directors to both these Global Businesses to improve management capability in both Glasgow and London offices (SAMUK) and nationally (Santander Universities).



Santander UK - Retail Network

• HR Business Partner

  • Sep 2004 - Sep 2006

  Providing consultancy advice, strategic direction and coaching of Area Managers in a remote role to improve management capability in the branch network within Scotland, NI and the North East Providing consultancy advice, strategic direction and coaching of Area Managers in a remote role to improve management capability in the branch network within Scotland, NI and the North East



Scottish Widows Limited

• United Kingdom

• HR Business Partner

  • Jan 2003 - Sep 2004

  I provided an HR consultancy service to the Client Services Division (call centre) c. 1500 staff and delivered a number of solutions to meet the requirements of the business. The service included: - identification of training and development needs to improve productivity, team working and engagement. - introduction of a new Reward & Recognition scheme which rewards exemplary quality, productivity, and behavioural achievements. - consultation with unions on changes to terms and conditions - influencing the business in adopting best practice including equal pay, performance management, and absence management. Show less



Scottish Widows Investment Partnership

• Investment Management
• 1 - 100 Employee

• HR Business Partner

  • Jan 2002 - Jan 2003

  The project objective was to implement a new Reward Strategy within SWIP. Reporting to executive level whilst acting as facilitator between union representatives and stakeholders on significant changes to the current reward structure and employing company The project objective was to implement a new Reward Strategy within SWIP. Reporting to executive level whilst acting as facilitator between union representatives and stakeholders on significant changes to the current reward structure and employing company



NEC Semiconductors (UK) Ltd

• HR Advisor

  • May 2001 - Jan 2002

  Reporting to the HR Manager and responsible for leading the C&B function and supporting IT function. Reporting to the HR Manager and responsible for leading the C&B function and supporting IT function.


Scottish Equitable
• Financial Services
• 1 - 100 Employee
• HR Consultant

  • Jun 1998 - May 2001

Scottish Claymores
• Oil and Gas
• Accounts Administrator

  • Jul 1996 - Sep 1997