Peterborough, England, United Kingdom
Most CHROs don’t struggle with ideas — they struggle with decision clarity. I work with CHROs and Heads of HR who are accountable for transformation, operating model shifts and workforce change in complex or regulated organisations — but are navigating ambiguity, competing priorities and unclear governance. My role is to bring structure where things feel messy. I support senior HR leaders to: - Clarify HR operating models, accountabilities and decision rights - Establish executive-grade governance, MI and prioritisation frameworks - Translate people strategy into fundable, sequenced and executable plans - Strengthen ExCo confidence in HR decision-making and delivery My background includes senior HR strategy, Chief of Staff and transformation roles within global financial services and other highly regulated environments, partnering directly with ExCo and Board-level stakeholders. I operate as a fractional HR Strategy and Transformation Advisor, typically supporting 1–2 organisations at a time through: Retained advisory roles Time-bound strategy or operating model sprints If you need clarity, structure and decisions that actually stick, I’m open to a conversation to explore how we can work together to create something extraordinary. Please feel free to send me a DM or book a call: e: [email protected] or set up an initial call via this link: https://calendly.com/aggie1111/initial-meeting
- Advised CHROs and senior leadership teams on organisational design, culture alignment and people governance, translating values and purpose into clear operating expectations and decision frameworks - Supported talent and workforce strategy decisions across recruitment, retention and capability, aligning people investment to business priorities and risk appetite - Reviewed HR policies, procedures and governance to ensure regulatory alignment, providing proportionate assurance across ED&I, conduct and people risk - Developed executive proposals and materials relating to employee value propositions, supported by peer benchmarking and SME input into audits covering culture, SMCR, remuneration and talent - Enabled complex change initiatives through structured governance, leadership alignment and decision support, reducing delivery risk during periods of transformation - Delivered employee engagement diagnostics and executive insight, translating data into prioritised actions impacting performance, leadership effectiveness and colleague experience
Creating a Data Governance Playbook for Data Executives, Data Owners and Data Stewards – providing a practical guide with step by step instructions, explanation of roles and responsibilities and specific accountability points. Performing an assessment of the current data governance practices to identify gaps in the processes, policies and documentation Creating a Data Governance Framework including key components such as data committees and decision making processes Ensuring the Playbook addresses relevant compliance and legal requirements, such as data protection laws and industry specific regulations Providing support for the implementation of change outlined in the Playbook Conducting regular review and refinement of the implementation and address and challenges as needed Monitoring and measuring the implementation of the Playbook to feed into the Data Governance Maturity Framework and progress reports
Conducting Change Impact Assessments to develop Change Plans. Owning, maintaining and delivering Change Management plans with focus on behavioral change, communication, and training. Collaborating with Communication, Project Teams, and Subject Matter Experts for communication development. Working with Learning and Development colleagues to design training plans and materials and ensuring user-facing content adheres to change management standards. Identifying change benefits and success factors early on for benchmark mapping. Identifying and managing business risks to user adoption and compliance. Establishing a change community of practice utilising end user networks. Completing an overall change readiness assessment. Leading initiatives to develop employee understanding and acceptance of impacts. Designing, developing and implementing a benefit realisation plans. Mapping and managing stakeholder relationships and actively coach critical business change enablers. Driving support and adoption plans to establish clear handover plans for Business As Usual state with knowledge transfer.
Led programme management and global implementation of business process change for Whistleblowing enhancement programme, ensuring compliance with Audit requirements Developed and implemented a target operating model for service excellence process change and control measures, resolving complex HR issues and managing inter-dependencies with other teams Conducted strategic workforce planning using MS Project, ensuring retention, appropriate skill sets and availability of employees within new structure, optimising individual contributions Delivered D&I training to in-house teams and deployed global learning module in collaboration with external vendor, contributing to a diverse and inclusive workplace culture.
- Acted as senior decision partner to CHRO and COO leadership across global HR transformation initiatives - Designed and embedded HR operating model clarity, governance cadence and ExCo-level reporting - Enabled prioritisation and funding decisions by translating complex workforce, risk and delivery data into clear executive options - Reduced delivery risk and decision latency across multi-country HR change programmes Forged strategic collaborations with the HR department, notably engaging with unions and contributing to high-profile initiatives such as European Works Councils and Union submissions. This partnership extended to meticulously preparing intricate organisational structure charts spanning divisions, regions, and a global footprint of 26 countries. Crafted and executed strategic workforce plans to managed the recruitment and approval processes for the revised TOM roles on an international scale. This multifaceted responsibility included astute financial stewardship, overseeing a substantial $54 million budget. Drove the 'people agenda' during pivotal functional and regional GCCO interlock meetings. This leadership role extended to orchestrating a symbiotic relationship with the Learning and Development function, contributing to the preparation of budgets and learning pathways for GCCO. Demonstrated oversight over second-line Risk and Compliance functions, ensuring adherence to Remuneration Policy, codes, and regulations to ensure ethical practices and regulatory compliance.
Developed a strategic career development framework for FCC Europe across specialised business areas, partnering with HR and the business and providing quarterly Board paper updates. Partnered with Learning and Development and a third-party vendor for the delivery of specialist compliance qualifications as part of the service excellence transformation, including budget approval process and governance. Conducted training requirements gathering discussion groups across the region and specific countries, meeting the deferred prosecution agreement requirement for additional and focused learning, and coordinated the delivery of Diversity and Inclusion and Resilience training for FCC Europe to help elevate and balance the demands of the internal monitor as part of the deferred prosecution agreement.