Organisations
don't change,
people do.

Coaching and change leadership (Global Energy Company, function employing 1,800)

Acted as Leadership and Change SME to design and deliver workshops to help embed the new operating model for Upstream Business: Information & Risk Management, covering London and Bangalore.

Focus on "soft skills", e.g. having difficult conversations, storytelling, stakeholder engagement, etc. Provide Executive Coaching to new Leader and coaching to 14 people in the new team over three-month period to help support development and progression in service delivery (related to the IRM Maturity Staircase), including time management and work prioritisation, honest conversations, engaging with impact, etc.

Faculty Lecturer/SME (NHS Executive Development)

Lecturer, SME and Coach facilitating/delivering a series of 1-day workshops over 5 year period on transformational change, culture and leadership behaviour for NHS Executive Directors or equivalent roles as part of the NHS Executive development programme.

Customer Transformation (Retail division of Water Company, employing 500+)

Led team on a 12-month project to design and implement new operating model for the Retail division, including new organisation structure (net 25% headcount reduction), significantly upgrading skills & capabilities (circa 60% churn in staff), migrating customer contact to online services, transitioning home moves back in house from third party.

Utilised operational performance improvement initiative and visual management to drive focus on key KPIs, drive immediate improvement in performance and enable required culture and behaviour changes needed to create a customer centric function.

Developed career pathways and skills curriculum for customer service agents. Created network of change ambassadors to drive adoption of new ways of working and provide "in the moment" feedback for leaders to embed changes needed.

Strategic Operating Model Design & Implementation (Global Professional Services, employing ~65,000)

Change, engagement & culture lead for enterprise-wide organisational transformation, including strategic capability review, organisation design and supporting review and implementation of new ways of working, including introduction of Business Partner model and triage of services.

Operational Transformation (UK Professional Services firm, employing 26,000)

Led combined team of Consulting and internal resources over 18 months to define vision, change strategy and approach, communications and engagement strategy to support design and implementation of new back-office operating model.

Vision and objectives to redesign, simplify and automate service provision to the various line of service in the UK firm. Accountabilities included engaging, coaching and supporting senior leaders and the Operational Executive in defining the vision/case for change, developing the benefits map, actively leading change and setting up/managing the Change Champions Network.

Acted as SME for culture/behaviour change activities to support identification of "critical few behaviours" and behaviours change plan to drive demonstration and adoption of key behaviours, utilising formal and informal levers, e.g. gamification through local recognition platforms.

Change and engagement SME input for rebrand and launch for all back-office functions to a single entity and to support "channel shift" to access services through triage model, utilising self-service, contact centre/chatbots, and escalation to functional centres of excellence.

Organisation transformation (Distressed asset, Global Oil & Gas Company, employing 16,000+)

Led major 12-month business turnaround for petrochemical site, including new organisation design, revised employment model (introducing rotational working), and supporting new logistics services (hotel accommodation, flights, etc).

Developed 3-year business plan and initiated major behaviour change programme, including providing leadership coaching for top 30 leaders to drive increased safety and process compliance, employee engagement, and individual and operational performance improvement.

Culture Change (Insurance business, of global financial services group, employing ~10,000)

Defined customer centric vision, based on treating customers fairly, developed and implemented plans to facilitate, embed and sustain change in behaviours.

Developed and implemented engagement plans, including identifying and up-skilling change champions, baselining existing culture and measuring impact of change initiatives.

Net Zero Roadmap (Global Defence Manufacturer, employing 65,000)

Acted as Leadership, Change and Culture SME to design and support development & implementation of Net Zero roadmap to support transition to Zero Carbon organisation, internally (Scope 1 & 2) by 2030 and across supply chain and Scope 3 by 2050 identifying and driving initiatives to change mindsets and behaviours to integrate "Net Zero" into day to day business operations.

S4 Hana Design (Global Tobacco Manufacturer, employing 25,000)

Global co-lead for 8-month project as Change, Communications and Adoption team supporting definition of change visions and case for change, stakeholder identification and engagement, change impact assessment, change strategy and approach, training strategy and approach, set up of global change network, and set up and launch of organisation wide Business Process Owners network, across 67 countries, and piloted in 3 countries across key regions.

New Business Start-Up (Government Department, employing ~30)

Managed project and led Human Resources work stream for new business start-up, company opened for business on time, 10 months after project initiated. Acted as People and Change SME for a project to create a new business supporting the electricity market.

Supported project team through design & implementation of organisation structure, (spans & layers), job descriptions, HR policies/processes, remuneration/benefits, contracts of employment, recruitment, training, competency frameworks, performance management and induction/on-boarding, HR payroll, incl sourcing 3rd parties for payroll, benefits provision, etc.

Mergers & Acquisitions (UK based new business start-up)

Completed "people related" due diligence for acquisition of closed book business.

Led the organisation design for a new business start-up, including defining roles and structure for business, and leading recruitment and selection process for senior hires.