Experience
My career has crossed HR operations, technology and talent — working within organisations, leading specialist functions and delivering complex change.
Areas of experience
Organisations rarely have an isolated HR, technology or process problem. More often, the challenge lies in how those things work together. My experience allows me to look across those boundaries and focus on what needs to change in practice.
Designing and implementing changes to HR functions, operating models and services.
My work has included HR operating-model design, service planning, organisation change, establishment control, employee lifecycle improvement and the practical implementation of new ways of working.
I have always been interested in how work actually gets done.
I use process thinking to understand demand, remove unnecessary activity, improve flow and make services easier for both employees and the people delivering them. That often means challenging complexity rather than simply automating it.
Technology is an enabler, not the transformation itself.
My experience includes HR systems, technology roadmaps, people analytics, information management, reporting, Power BI, self-service information and automation. The starting point is always the same: what problem are we trying to solve?
Earlier in my career I led recruitment and talent activity across complex international organisations.
That included global talent acquisition, strategic sourcing, workforce requirements and large-scale organisational change. It gave me a perspective on the employee lifecycle that extends well beyond HR systems and processes.
Good ideas only matter if they can be implemented.
I have led and supported complex transformation, implementation, separation and integration programmes — bringing together people, processes, technology, data and governance. My focus is on turning an intended future state into something that can actually operate.
Transformation should leave an organisation more capable, not more dependent on consultants.
I have led specialist teams across HR, technology, analytics, recruitment and programme delivery, and worked with leaders and teams to build the capability needed to sustain change after the programme has finished.
Organisations I’ve worked with
My experience spans private and public sector organisations, from global technology businesses to local government. The environments have been very different. The underlying questions often aren’t.
How does the organisation need to work? What gets in the way? And what practical changes will make it better?
Alongside consulting, technology, recruitment and specialist professional-services organisations.
Learning that informs my practice
I have a BA (Hons) in Business Studies, with academic study including Operations Management. Ideas around process flow, demand, constraint, measurement and continuous improvement have stayed with me throughout my career.
My professional development has also included the IMD Leadership Development Programme, Digital Six Sigma, SHL OPQ and PDI 360 feedback and coaching.
I value the theory, but I am most interested in what happens when it meets the reality of an organisation. An HR function is, after all, an operating system in its own right.
A career with a connecting thread
On paper, my career has moved through technology, commercial roles, recruitment, global talent, HR operations, information, analytics and transformation.
I don’t see these as separate careers. Each has added another perspective on how organisations work: how people behave, how work flows, how information is used, how technology helps or hinders, and why apparently sensible change can be surprisingly difficult to implement. That accumulated experience is what I bring to transformation today.
The full career history
For individual roles, organisations and career chronology, please visit my LinkedIn profile.
View my LinkedIn profile