Peterborough, England, United Kingdom
Organisations going through significant change, mergers, restructures, service transformation, growth, often know what needs to happen but struggle to make it stick. That’s where I come in. I’m an independent organisational design and transformation consultant with over 10 years’ experience working at Board and Executive level across public sector, housing, NHS, defence, and mission-driven organisations. I specialise in designing and delivering Target Operating Models that build genuine capability, not just new org charts. My work typically spans: TOM design and implementation, people strategy, HR transformation, workforce restructuring, TUPE, and embedding new ways of working through coaching and leadership development. Recent highlights include: • Eliminating a £10m annual deficit at Royal British Legion through a full TOM redesign across six care homes • Moving London Fire Brigade’s HMICFRS rating from ‘Engage’ to ‘Effective’ in under 12 months • Delivering £4m in annual operating cost savings at Sovereign Network Group post-merger I work best with organisations where the stakes are high, the environment is complex, and the people challenges are real. This includes heavily unionised settings, sensitive caseloads, and large scale TUPE consultations. If you’re navigating complex and challenging people issues and want a straight talking guide with a strong proven track record, then let’s talk. Hit the book an appointment button above.
I led the creation of the new Target Operating Model across HR, Finance, and IT following the implementation of Workday. This work moved SNG away from 19 legacy platforms and onto a single platform, saving £4m in annual operating costs and improving employee experience.
I was the Product Owner for the Agile Centre of Excellence in Defence Equipment & Support. Leading an agile team of 8 people, I oversaw the delivery of classroom based theory lessons on agility at team and organisational levels. I also prioritised and implemented embedded support across multiple teams to address key issues slowing down defence procurement. These were typically prioritisation, decision latency, and self-imposed bureaucracy.
I was the Organisational Design Partner delivering a new Target Operating Models across the 6 Care Homes of RBL. Care Homes Efficiency Review - Grouping 6 care homes together under a single TOM to reduce a deficit of £10M annually to break even. This project was broken down into 4 workstreams - People, Technology, Service Excellence, and Property. I provided expert advice and guidance to a broad range of internal and external stakeholders to reach break-even by 12 months, by enhancing efficiency across all workstreams.
I implemented a new service delivery model for the HR Services Team. This team delivers front line services by answering HR queries, fulfilling transactions, and managing online guidance. Reduced response times to queries Streamlined processes Embedded a culture of continuous improvement Modernised access to information using QR codes and enabling all staff to access HR policies and forms using mobile devices
Supporting the entire rebuild of the HR function to deliver an optimised and sustainable operating model for firefighters and non-operational staff in London. Redesigned an underperforming HR function from scratch, impacting over 200 people. Enabled over £1 million of annual savings in workforce costs without any redundancies. Responsibly managed a budget of £3 million. Supported TUPE process impacting over 200 people. Restructured an HR Operations team to streamline processes, remove duplicated effort, and enhance confidence in HR.