An HR Director with 25 years leading HR teams in complex and fast paced global organisations. Having supported many acquisitions throughout his career, has a deep experience in leading People, Process and Technology change programmes whilst ensuring HR services are high value, strategic and commercially supported.
HR Director – Wellcome Sanger Institute
The Wellcome Sanger Institute is one of the premier centres of genomic discovery and understanding in the world. It leads ambitious collaborations across the globe to provide the foundations for further research and transformative healthcare innovations. Its success is founded on the expertise and knowledge of its people and the Institute seeks to share its discoveries and techniques with the next generation of genomics scientists and researchers worldwide.
HR Director UK, Continental Europe & Africa – AECOM
HR Director primarily focused on supporting multiple strategic acquisitions as part of an ongoing growth agenda including the largest integration programme in the engineering sector, with the consolidation of URS comprising of 50,000 staff and AECOM with 45,000 staff. Hired to establish an HR brand and reputation while revitalising team following leadership change.
Liaised with each Managing Director across the 3 regions, with an HR team that peaked at 150 and a business community of 12,000 with head offices in Johannesburg, Madrid, Moscow, Frankfurt and London. Spearheaded the integration of the combined businesses in the UK, Europe and Africa, supporting the CEO during the appointment of a new EMIA executive team and led the subsequent organisation redesign. Developed and implemented a new HR structure that brought together both teams to lead the wider business through process, culture and structural integration, while realising annualised efficiency savings of $70m.
Supported the turnaround from long-standing off-plan performance to delivery of the plan, partly by re-establishing strong business partnerships and reinvigorating the people agenda. Implemented numerous policy and process improvements such as a career / competency framework, rotation strategy and promotion process to build a development culture and improve staff engagement and retention.
Group Head of HR – EC Harris
Group Head of HR, Global who took ownership of all HR functions with a global community of 50 by establishing the HR strategic plan and aligning it to a company rebrand, with a new behavioural framework to reinforce key branding elements into day-to-day performance measures and metrics. Controlled consultation programmes with representatives to reduce cost following the global recession, which helped realise £5m in savings and avoided the need to implement redundancy programmes. Supported the implementation of an HR and Finance management information system which became the core reporting tool for the business, and identified key metrics that became the monthly reporting benchmark along with appropriate interventions when required.
Executive Consultant, Europe – Atos Consulting
HR and Change Executive Consultant, Europe with the opportunity to lead several change projects for global clients including supporting SAB Miller’s global IT Director with business transformation projects across their European offices – this incorporated organisational redesign and implementation of a new IT system that centralised IT services back from each country. Managed the design and delivery of a new sales competency framework for Atos which was implemented across its European offices, with the framework being embedded into measurements for performance in the sales community, becoming the reference tool for progression.
HR Manager, UK – SchlumbergerSema
HR Business Partner for Europe who headed up a dedicated team providing HR support for systems integration, projects and consulting divisions, as well as leading the business through numerous organisational redesigns to increase cost efficiency. Agreed business strategies / competencies, facilitated the re-planning of impacted functions and delivered associated recruitment and redundancies across the sites with no employee tribunals. Pioneered a talent initiative to promote internal assignments and enabled increased career progression within the company, by educating the business not to cling onto talent and promoting a company level approach to talent sharing that encouraged better retention while minimising the need for external hiring for senior roles.
HR Business Partner, UK – Sema Group
Sema Group (prior to acquisition by Schlumberger) was a global IT professional services company. As an operational HR manager, I was responsible for a team of 4, who delivered all aspects of Human Resources.
Employee Relations Officer, UK – Anglia Railways
Joined for a year’s work experience as part of my university course and returned after completing my degree. Anglia Railways was formed as part of the UK railways privatisation, with the split of Intercity Anglia and Gatwick Express. I was employed to support the process, remaining with Anglia in the employee Relations department post split