London, England, United Kingdom
I am an industrial/organisational psychologist with a decade of experience in leveraging behavioural science principles to tackle complex and strategic people-related challenges. With a diverse background spanning consulting, industry, and academia, I have worked with numerous organisations across 4 continents. My work has been diverse, ranging from collaborating with leaders in high-stakes environments such as nuclear and air traffic control to define team dynamics that enhance performance and reduce risk. I have also supported financial services leaders, spearheading large-scale organizational development projects focused on elevating productivity management and cultivating more purpose-driven cultures. Additionally, I was fortunate to play a key role in redefining leadership success models to enable culture change within a large FMCG global corporation. As a passionate researcher at heart, I maintain strong connections with academia and actively collaborate on research articles to do with culture, team dynamics, risk, purpose and inclusion. My PhD research on risk, safety and culture has been published in leading academic journals. By combining my behaviour science expertise with practical applications, I am on a mission to empower leaders and organisations worldwide to create more positive, ethical, successful and ultimately sustainable workplace cultures.
As part of the leadership team at IPsychTec, I lead business development, partnerships and client delivery across our suite of behavioural science and people analytics products. Our work focuses on measuring behavioural patterns within organisations and linking them to tangible business outcomes through advanced predictive analytics. This enables our clients to understand the drivers of performance and culture, and to make evidence-based decisions that deliver real impact for people, performance and risk. I work with organisations across the globe and across sectors, with particular experience in financial services, professional services, nuclear, FMCG, private equity-backed businesses, the civil service and petrochemical. A key part of my role is helping leaders translate behavioural insights into strategies that improve decision-making, accelerate growth and create environments where people and teams thrive. I’m passionate about applying behavioural science at scale, ensuring that organisations can unlock the full value of their people while achieving measurable business results.
I work with a team of IO psychologists that design, implement and optimise psychological assessments that help our business to accurately identify high potential talent as well as make objective talent decisions. Critically, these assessments hold our leaders accountable to develop competencies and shift behaviour patterns to change PMI's culture in support of our ambitious transformation away from tobacco. Key initiatives: Portfolio evolution: • Designed a team effectiveness model, diagnostic and coaching offering to be used across the whole business. • Redesigned our executive level assessment for strategic alignment to current talent management landscape • Led the full evolution, pilot and implementation of our junior executive assessment redesigning the psychometric foundation, delivery modality and reporting • Redesigned assessment reports for junior to lower management roles to drive more meaningful consulting conversations between recruiters and managers • Integrated high-impact assessment tools into global leadership development programmes Assessment validation/analytics: • Ran validation analyses of all assessments, enhancing algorithms to ensure predictive power, fairness, and ensuring adequate spread of scores • Ran quality of hire analyses and fed insights back to talent acquisition to inform strategic direction Capability Building: • Created guidance material, learning modules and hosted extensive engagement sessions across PMI to build capability in assessment use and enhance trust in assessment tools Additional Initiatives: • Ran impactful assessment debriefs/ coaching sessions for junior and senior stakeholders (including psychometric insights and development planning support) • Created the behavioural statements for the redesign of the PMI leadership model underpinning the performance management system of the whole business • Gave input to PMI’s wellbeing strategy and framework as a member of the wellbeing advisory committee
• Collaborated on designing the selection process for a large hospitality company through competency mapping and the use of psychometric tests. • Helped design and implement phase one of a purpose- inculcation project for organisational development purposes for a large financial services organisation. I also conducted an evaluation study using various company and survey metrics to monitor the success of the purpose-inculcation project. • Designed leadership development workshops based on clients' needs • Ran all data analytics for the business and wrote evaluation reports for various client projects
During my time at SRA, I undertook the following roles: • Facilitated a broad-based productivity management programme, where I: o Ran workshops to create alignment with the project goals. o Coached 62 leaders to develop their leadership skills. o Ran regular confidential assessments with staff and leaders to monitor whether the desired behavioural changes had been achieved and whether the new productivity management practices had embedded into the new way of working. o Had regular check-ins and consulting sessions with senior management to give feedback on the project and recommendations about various issues and roadblocks. At the end of the project we saw drastic improvements in the service delivery, turnaround time and levels of productivity. Data also indicated big improvements in leadership skills and practices. • Designed and facilitated a change management programme for a large division of a leading financial services organisation, where I: o Implemented a change communication plan. o Ran workshops with leaders to help overcome barriers and roadblocks for successful change. o Ran ongoing engagement sessions with staff to derive insight for senior management on facilitative and restrictive factors of the change in order to propose recommendations. • Did research to inform selection and assessment projects (behavioural science research linking competencies to dimensions assessed in psychometric tests). • Designed high-impact, experiential learning exercises that formed part of executive strategic planning sessions in various organisations. • Ran two diagnostic studies to gain insight on current worker dynamics, strengths and issues for organisational development purposes for different clients. • Developed reports based on psychometric data to help support leadership development initiatives. • Designed and helped facilitate numerous leadership development and team-building training and workshops for a variety of different companies.
Internship At OMS, I worked in a team of three consultants where we were put in charge of the following projects: (1) Running a company-wide engagement survey for a medium-sized NGO. Using our data analytics and organisational psychology backgrounds we were able to give the CEO of the NGO insight and recommendations based on identified strengths and development areas. (2) Designing and facilitating experiential learning training on how to best adapt to change and how to increase personal and team-wide innovation. (3) Redesigning the selection tools used by university managers to reflect best practice and minimize bias in selection decision making. (4) Analyzing the business and community impact of co-working spaces through focus groups to give the leadership team insight into their progress in achieving key strategic goals. I also supported other consultants with training managers of a large governmental ministry on how to successfully and reliably perform performance-oriented structured interviews based on competency profiles.