United Kingdom
With 20 years’ experience helping organisations navigate complex transformation, I work with executive teams to close the gap between strategy and lived organisational behaviour by shifting what gets rewarded, repeated, and tolerated across the organisation. I’ve worked across Financial Services, Private Equity, Mining, Real Estate, and high-growth environments, helping leaders ensure that culture is a driver of performance. My career began at Accenture, followed by an in-house role at Barclays, where I experienced first-hand the post-LIBOR culture transformation in a highly regulated, high-pressure environment. I combine advisory, executive coaching, and organisational consulting to help Boards and leadership teams translate cultural intent into measurable organisational outcomes. Clients typically engage me when culture is at a tipping point - during growth, acquisition, reinvention, or periods of internal strain. My focus is not retrospective diagnosis, but foresight: identifying what must change in how leadership signals, reinforces, and sustains behaviour under pressure. Common challenges include: - Growth, acquisition, or reinvention underway without losing what made the organisation successful - Emerging silos, declining alignment, or inconsistent decision-making - Strategy advancing faster than organisational behaviour can keep up My approach is structured through a practical framework: Discover. Decode. Design. Define. Drive. This enables organisations to: - Understand the culture they actually have - Clarify the culture required to deliver strategy - Embed it through consistent leadership behaviour and organisational practice In parallel, I work with Boards helping them focus on the conditions that shape behaviour at scale: what is reinforced, what is tolerated, and what becomes normal over time. I also work as an executive coach, focusing on the intersection between leadership performance and organisational context - helping leaders understand both why they operate as they do, and how their behaviour shapes system-wide outcomes. I use LinkedIn to share insights on leadership, culture, and transformation, and to connect with others working on making strategy real in practice.
Partner with Boards and Leadership Teams to strengthen their role as custodians of organisational culture, providing insight and recommendations to embed behaviours that drive strategy and long-term growth. Clients: • PE-backed business: Coached CEO and C-suite following PE transaction to align ways of working and enable organisational performance. • Partnership business: Reviewed the Executive Board’s ways of working, key themes, enablers, and blockers.
Work with Leaders and Organisations to align culture, leadership, and strategy across sectors including PE, Insurance, Real Estate, FMCG, and Banking. Culture: • Terra Firma (Private Equity): Defined behaviours and change narrative for merged businesses, assessing 50 leaders to create tailored talent, development and retention plans. • SEGRO (Logistics & Real Estate): Designed and launched a behavioural framework, aligning senior leaders and creating a roadmap to embed values-driven behaviours. • Anglo American Crop Nutrients (Mining): Developed post-acquisition cultural roadmap, unifying two businesses under a single vision. • Admiral (Insurance): Delivered bespoke ways of working diagnostic and leadership team workshops exploring psychological safety, bias, and conversational habits. Leadership Development: • QBE (Insurance): Designed and delivered high-impact leadership capability sessions, drawing on insights from elite sport and academia. • Bird & Bird (Legal): Facilitated senior leadership capability working sessions on strengths-based leadership, intrinsic motivation and strategic thinking. HR OD: • PMI (Consumer): Led Learning function design, embedding scalable learning aligned to business priorities. • CLS Group (FS): Led HR OD, shaping HR vision, structure and strategic priorities.
• Support boards and executive teams to turn cultural intent into business outcomes. • Provide independent insights into ways of working and culture, identifying enablers and blockers to individual and collective performance. • Executive coach working with c-suite of PE-backed business to drive performance through their people. Worked with boutique human capital consulting firms (MM&K and Wharton Business Consulting) to provide advisory and subject matter expertise on Culture and Leadership. Partnered directly with high-growth, Private Equity backed, and tech-enabled businesses to define and deliver future-fit culture and leadership strategies. • Zego (European InsurTech): Led the Future of Work strategy during a period of significant growth across UK and into Europe, exploring the shifts and trends in ways of working, and aligning these with the growth plans and market expansion securing its competitive edge. • Funding Circle (UK Fintech): Led the Leadership Development strategy and architecture aligned to the organisational vision and culture, enhancing leadership capabilities, and enabling executives to be aligned to the company’s values and growth objectives. Co-founded Ethos Advisory working with investors and leaders to create scalable people strategies aligned to value creation and performance. • Montagu Private Equity (PE): Delivered a culture and talent playbook to address high-value people issues in PE-backed businesses. • Open GI (personal & commercial insurance systems): Worked with the CEO to align talent, high potentials, succession, and capability to ensure right people, right place, right time. • Old Mutual / Quilter (European Wealth): Developed a culture insight framework, surfacing drivers and blockers of performance during rebrand and LSE listing. • Kier (UK Real Estate): Designed a bespoke behavioural assessment for leaders, improving engagement and accountability.
• Culture Programme: Pivotal in the bank’s culture transformation, establishing the Advisory Committee, leading updates to the Executive Committee, and ensuring compliance with regulatory recommendations. Managed project interdependencies, facilitated the transition of the culture project into business operations, and oversaw the internal change audit. • Culture Measurement: Defined and executed the strategy for measuring organisational culture, coordinating with control function stakeholders and reporting developments directly to the Group Executive Committee and Board. This included the integration of employee engagement metrics into the company’s balanced scorecard. • Organisation Design: Managed a operating model review for the Leadership, Learning, and Talent functions, resulting in the creation of a global centre of expertise. This streamlined operations, integrated activities across functions, and enhanced the efficiency and effectiveness of the organisation's talent development. • Governance and Strategy: Managing the Leadership, Learning, and Talent office, overseeing governance, reporting, and communications, preparing materials for the Board and Group Executive Committee, addressing inquiries from regulators and investors, and collaborating with internal audit on risk and compliance issues.
• Centre of Expertise Management: Managed the daily operations for the Leadership, Learning, and Talent Centre of Expertise for the retail bank. This included oversight of activities, resources, and budgets working with Finance and Procurement, aligning talent development initiatives with business objectives. • Learning Architecture Redesign: Responsible for redefining the learning architecture, harnessing existing skills and knowledge across the organisation. This supported the development of critical capabilities and creating a learning environment. • Talent Identification and Development: Implemented a group-wide talent process, identifying individuals for critical roles, establishing clear succession plans, and creating a robust pool of high-potential women leaders. This was key to promoting diversity and ensuring the readiness of talent to meet future leadership needs. • Executive Development: Enhanced the executive development proposition, integrating world-class content and learning solutions that were directly aligned with the business strategy. This provided senior leaders with the tools and insights needed to navigate complex business challenges and drive organisational success.
• Barclaycard (UK cards business): Led the development and implementation of the talent and organisational planning process for a global retail bank. This enabled a two-way dialogue between the CEO and the Executive Committee, enhancing strategic alignment and driving forward organisational objectives. • Barclays Retail Bank: Refreshed the recruitment and promotion committee process for a global retail bank, enabling high-quality candidates into senior roles. Created a community of practice to enhance best practice sharing, knowledge building, and skill development across the organisation. • Johnson & John (Consumer Health): Led communication and role mapping activities during the rollout of a new enterprise resource planning system, worked with local teams across Europe to ensure stakeholder engagement and user adoption, alongside managing SteerCo activities. • AstraZeneca (Pharma): Managed the financial reporting within the project management office, aligning budget with project milestones.