Passionate about HR and OD. A problem solving Human Resources Professional with deep and broad business experience, gained working across a variety of leading industries, in London and Cardiff. Commercially astute and pragmatic, adept at melding the requirements of the business with necessary compliance to employment legislation. A Fellow of CIPD, with specialist knowledge of TUPE, compensation, benefits, pensions, payroll, health and safety - A seasoned recruiter, comfortable with responding to challenging staffing requirements. A strong generalist with natural coaching abilities, at ease presenting to large groups, managing budgets and supporting managers across multiple sites. Sound project management skills and keen to promote learning
-Submarine Delivery Agency-
Senior Reward Manager
Feb 2020 – Present
The Submarine Agency is an Executive Agency of the Ministry of Defence. The vision and primary purpose of the SDA is to lead a high-performing, industrial enterprise to deliver the United Kingdom’s submarine capability safely and securely, and more effectively and cost-efficiently every year. As Interim Senior Reward Manager I am so pleased to be supporting the Reward Team on a range of exciting and challenging projects; and to be part of the journey to grow and develop the SDA.
-Interim Reward & HR Change Manager-
HR Change Management Consultant
Sep 2014 – Present
Working across South and West Wales on interim assignments. Equally at home in the public or private sector. Supporting senior leaders with creative input and management expertise, as they embark on ambitious organisational change agendas. Experience at working on complex programmes of HR, workforce planning and organisational change; bringing a range of initiatives from project to live service, managing the sensitive employee engagement process, working with business change consultants to create service standards, key performance indicators and fostering positive stakeholder support for future initiatives. Advising on process improvements and changing ways of working. Running information and engagement workshops for staff impacted by change. Crafting and developing reward and recognition strategies, through extensive research and benchmarking. Managing staff consultations, voluntary redundancy and staff redeployment programmes to tight deadlines.
-Cardiff University / Prifysgol Caerdydd-
HR and Organisational Change Specialist
Jan 2017 – Feb 2018
Providing advice and guidance to several project teams involved in complex change programmes across all Colleges, Schools and Professional Services departments. Early engagement with sponsors, stakeholders and staff. Workly closely with three trade unions.
-DAC Beachcroft LLP-
Interim Reward Manager
Jul 2016 – Dec 2016
Crafting and developing a reward and recognition strategy for a regional / international law firm undergoing a programme of change. Pay structures, market data analysis and benefits benchmarking. Proposing changes to process and procedures for a more agile approach to the delivery of annual salary and bonus schemes. Contributing to the new People Strategy.
Senior HR Business Partner
Feb 2016 – Apr 2016
Interim Senior HR Business Partner. Working in an end to end agile environment, embracing the challenge of preparing a restructuring plan and business case for the Digital Services Directorate at Companies House: including development and support plans for senior staff unfamiliar with leading through change, taking soundings with PCS Union for the introduction of competency based reward platforms; and advising on employee engagement using tools such as Yammer and OfficeVibe.
-University of Wales Trinity Saint David-
HR Business Partner
Jun 2015 – Sep 2015
Working closely with senior management on a Faculty restructure following the recent merger of three universities, and the re-branding of Swansea College of Art. HR lead on the joint collective consultations with trade unions. Managing staff consultations, voluntary redundancy and staff redeployment programmes to tight deadlines. Advising on process improvements following the centralisation of recruitment services through process mapping, “As is, To be” discussions and increased emphasis on the use of personal devices.
-Adler Manufacturing and B2B Telesales-
Head of HR
Aug 2007 – Aug 2014
A leadership role, working closely with senior managers to grow the UK business through major OD transformational change programmes: the collective consultation and closure of the main factory in Slough (c.500 staff), TUPE transfer of work to Germany, and the establishment of new sales office in Cardiff (c.200 staff). Identifying the right talent for the new site was achieved through the development of assessment centres, using role plays, psychometric testing and realistic job previews. The new Cardiff environment required the creation of a learning culture to develop skills as well as behavioural change programmes to reduce staff absence and build a high performance ethos. The next stage of the organisation’s development was the design of a reward strategy including the creation of additional new roles, fun sales incentive programmes and a management bonus scheme to improve productivity and ensure staff retention. The role had responsibility for all HR operations budgets, management of the company's insurance policies, insured and non-insured staff benefits, job match pay benchmarking process as well as the annual bonus and salary review. The role also included the management of occupational health and safety, and the responsibility for ensuring effective employee relations across the UK. An important strategic project, to move the European head office from the UK to Germany, required the creation of a separation plan to manage the career transition of senior staff. Other projects included the implementation of Moorepay HR & Payroll to comply with RTI and facilitate auto-enrolment into workplace pensions and the implementation of on-line learning and time & attendance systems, and the outsourcing of absence management. The role had management responsibility for a broad based team of admin, health & safety and facilities staff. Managing a heavy operational caseload and liaison with HR colleagues in Germany, Canada and USA.
Sep 2006 – Jul 2007
Providing a range of HR support to local businesses.
-South Hook LNG Terminal Company Ltd.-
Nov 2005 – Aug 2006
A high profile £1bn project to create a re-gasification terminal in Milford Haven. The purpose of this role was to start an HR department from scratch, building quality processes, procedures and policies from the ground up. The role involved the recruitment to key posts and the establishment of an HR and OD strategy to support the Vision & Values; and the creation of a competitive pay and benefits package for the new company. A key project - to agree shift patterns to allow for 24/7 off-loading of LNG (liquefied natural gas) - required negotiations with the specialist operations team, management and trade union representatives. The ultimate objective of the role was to outsource non-core services such as HR.
-Pembrokeshire County Council-
Jun 2003 – Oct 2005
Providing a full range of HR generalist services in the Public Sector, working across two directorates covering 800 staff. Managing difficult and sensitive ER issues in the areas of social care and housing; cross party working with CSSIW and other government agencies. Recruitment and selection across a diverse professional population including Tourism, Town and Country Planning and Economic Development. Working closely with line managers on a variety of ways to improve performance. Project team member for Capacity Building and Investors in People. Participation in internal restructuring, job design and job evaluation meetings.
Sep 2002 – May 2003
Supporting small businesses in the Pembrokeshire area, over a number of years and on-going.
-Herbert Smith Freehills-
Compensation and Benefits Manager
Jul 1999 – Aug 2002
An OD strategic and specialist role for a leading professional legal services organisation employing over 1500 staff. The role involved the creation of a benchmarking process for key posts to establish a reward intelligence process. Strategic projects included the hosting of the first international compensation forum to establish best practice for deployment of lawyers to overseas projects; the introduction of an on-line concierge system to help busy professionals manage their lifestyles, moving staff to a new pension scheme and effectively managing the complex communication process. The post became the key contact and interface with benefit providers for the management of annual benefits renewals, ensuring the firm achieved best value for money. The role also had responsibility for the day to day management of C&B and HR Systems teams and the management of all HR operations budgets. Other activities involved the implementation of PS Enterprise, developing a client relationship with Employment Conditions Abroad and negotiating contracts with international vendors.
-Arcadia Group Ltd-
Group Reward Manager
Jun 1998 – Mar 1999
This was a specialist HR role in fashion retail involving the management and communication of long term incentive plans, capital accumulation vehicles, executive share options, expatriate reviews, flexible benefits, profit related pay, share save, sales incentive and performance related bonus schemes. The role required the creation of a business intelligence process for pay and rewards, this led to the establishment of the Retail Fashion Multiples Group, a reward and employee relations forum for exchanging views with other HR professionals.
-3i Group plc-
Interim HR Manager
Oct 1997 – Jun 1998
The role involved providing expert advice in support of the HR Department’s three-year plan through the delivery of a reward strategy paper to the Remuneration Committee of this FTSE-100 company. The role also provided the opportunity to develop my expertise in reward management.
HR Shared Services Manager
Aug 1995 – Aug 1997
Today this company is known as JP Morgan. This role involved managing a team of five support staff, and providing a range of HR services to 4,500 staff, through a shared services centre based in London, but also covering a site in Bournemouth. I was originally employed by Chemical Bank and led a team during the merger with Chase with the objective of reviewing terms and conditions of employment and making recommendations for a new benefits package. Projects included: re-engineering HR processes, analysing process maps and workflows, saving £750k pa, by introducing SAP HR/Payroll partnering with CMG payroll bureau; running assessment centres for the graduate training programme.
Interim HR Executive
Sep 1994 – Jul 1995
With a focus on recruitment and compensation, the role involved providing a generalist service to the Operations and IT departments of a leading North American bank - Canadian Imperial Bank of Commerce. Projects included the development of a recruitment agency preferred supply list and defining job families; implementing a new bonus scheme and "Phantom Share" scheme; harmonisation of mortgage subsidy and housing allowance schemes.
1993 – 1994
-Arthur Andersen & Co.-
Senior Personnel Officer
May 1989 – May 1993
The role included research and data analysis for key HR projects such as attracting Arts students to consider a career in accountancy through the "Art of Business" programme; retaining talent through the "Women in Accountancy" project. I also facilitated at training events and participated in the graduate recruitment programme, where annually over 7,000 applications would be considered for c.320 accountancy training places.
Support Team Supervisor, Fixed Income Sales
Aug 1985 – Dec 1988
Managing a team of administrators supporting the Fixed Income Sales team. Working in a lively fun environment of the busy fixed income sales dealing floor. A great place to work. Goldman encouraged me to study for my degree and I joined OU.