Greater Leicester Area
Established strategic people leader with a proven track record of shaping, enabling and embedding organisational wide people strategy and cultural transformations that enhances employee experience, strengthens capability and delivers measurable commercial impact. Systems thinking HR professional with broad generalist expertise and OD&D capability, operating confidently from board-level strategy through to operational delivery. Trusted advisor to CEOs and executive leaders, recognised for building high-performing teams and delivering award-winning outcomes.
Scoped and strategically framed Strategic Workforce Planning, setting vision and direction for Directors and enabling the initiation of capability mapping aligned to the Civil Service for accurate pooling and post-filling during the forthcoming DHSC merger and redesign. Served as interim lead for the Strategic Resourcing function. Ensured service continuity and operational stability post-restructure; safeguarding wellbeing and retention whilst building capability to ensure no single point of failure. Architected the Employed for Tax Purposes (EFTP) Mandatory Standards and end-to-end process, integrating governance, contractual frameworks and operational delivery requirements; assessed legislative change (Employment Rights Bill), financial and compliance risk, and produced a comprehensive decision paper to inform Director decisions and future implementation. Strengthened organisational leadership and workforce resilience, contributing to the design of the Line Manager Development Programme, facilitating leadership action learning sets, and delivering stress awareness interventions to enhance workforce resilience, leadership capability and performance sustainability.
Health Education England (HEE) legally merged with NHS England on 01 April 2023 with this role being a TUPE transfer of previous role in HEE. See previous employment with HEE for responsibilities in this role across both organisations.
Trusted strategic advisor to executive directors. SLT member to partnered directorates. People Directorate SMT member. Shaped directorate and People strategy, informed by evidence-based insights and horizontal alignment. Established and embedded newly created strategic role post-redesign. Rapidly built professional credibility and high-trust stakeholder relationships across all levels of both organisations. Architected and aligned directorate-wide people strategy across both organisations during merger and transformation, convening senior leaders to a shared direction and establishing cross-organisational governance to enable cohesive delivery and mitigate risk. Shaped the communications and engagement strategy, positioning psychological safety, wellbeing, and responsible leadership as core enablers of change. Led communications for highly complex and sensitive change, shaping executive narrative and leadership practice. Strengthened trust and cultural cohesion across both organisations’ directorates. Built director, leadership, and line manager capability to lead inclusively, sustain performance and navigate ambiguity with confidence. Strategically advised Directors on organisational redesign, shaping people implications, risk and ethical and considerations. Led the subsequent high-impact phases for four consultations, including voluntary and compulsory redundancy, legislative risk mitigation, filling of posts and enabling successful delivery. Applied evidence-based practice and people analytics to inform workforce planning, change impact and retention strategy, achieving 100% retention of commercial talent through salary benchmarking and strategic interventions. Oversight of case work for portfolio areas with leadership of highly complex and sensitive ER cases. Operated with autonomy in ambiguous, politically sensitive, high-risk environments, making pragmatic, commercially and ethically sound decisions where competing priorities and perspectives existed.
Founder and Chair of HEE’s Men’s Network
Shaped and enabled a culture of employee voice and engagement. Transformed organisational approach from solely collective representation to direct voice. Played a key role in the people directorates strategic transformation with the formation of HEEs Best Place to Work strategy and function. Enabled successful and strategically aligned design and delivery of HEEs staff engagement services, inclusive of all staff surveys, pulse surveys, org-wide online conversations, and the strategic integration of evidence-based insights into the organisational and people strategy. Enabled the embedding of co-collaborated values and behaviours, inclusive of vertical and horizontal integration. Statically enhanced HEEs employee value proposition and reputation as an inclusive employer through enabling the achievement of the Armed Services Silver Award. Line managed individuals through ambiguity, supporting individuals’ wellbeing and growth into promotional roles. Shaped and enabled successful delivery of multiple complex people projects via strategic scoping, mobilising matrix managed project teams, (RACI) mapping and influencing internal and external stakeholders (including Directors), ensuring effective communications and engagement strategies, and achievable plans and governance with oversight and escalation of risks, issues, actions, dependencies and decisions where needed. Delivered the organisations first centralised graduate scheme, Line Managers Development Programme, and transformed onboarding and induction in collaboration with other project managers.
Awarded 1st all staff recognition award and 1st annual HR award for shaping, enabling and embedding strategic people outcomes through a systems thinking and people centred approach. Enabled the achievement of organisational objectives for ‘increase sales’, ‘compliance’, and ‘Great Place to Work’. Employer achieved ‘Great Place to Work’ status, ranking 11th super large UK employer post restructure and mass redundancies. Led strategic planning and operational delivery of all internal communications. Partnered with the CEO and Directors to shape SLT communications and ensure vertical and horizontal integration. Systematically embedded a compliance culture through a shared purpose of accountability for organisational success and enabling smarter, customer focused solutions (increased compliance training from 70% and 100%). Played a key role in shaping and embedding organisations first L&D function, including building organisational capability and personal ownership for development through an established service (performance and development plans, succession planning, talent development, apprenticeships, engagement surveys, 360 feedback). Transformed performance and development culture by enabling a sustained self-driven learning culture in line with the 70/20/10 model and launching a new Learning Management System for cascade objective setting, performance reviews, organisational visibility, talent management and learning. Strategic advisor and coach to directors and senior leaders. Enabled leaders (100+) to lead and embrace change through a series of change management conversations and a leadership development workshops (goal setting, performance management, recruitment and selection, management development, presentation skills, psychometrics). Increase session attendance from 41% to 91%. Project lead for training and communications on a contact centre solution. Enabled sustained integration of the system and capability development of circa 1700+ employees.
Investigating and resolving customer queries. Processing and issuing credit and debit notes to customers. Opening up collection for old/bad debt by resolving queries for invoices in dispute. Providing copy documents such as invoices/POD’s/sales orders etc. Updating customer account information. Creating customer specific reporting and providing specific customer support for invoices relating to self-billing via an inventory management system. Use of Merlin Business Software and remote management of on-site customer vending machines. Created a series of process and system workflows for use among the team and for the benefit of new starters.
Assisting with ad hoc design work and research where required. Worked on creating an events location database inclusive of information regarding contact details, facilities and room capacities.
Conducting client based market research for brand differentiation. Designing draft logo’s for designers use. Assisting designers with clerical and administrative tasks. Shadowing transactions with suppliers.