Skills
I combine strategic and operational HR capability, but equally comfortable shaping a People strategy with senior leadership and getting into the detail of pay structures, contracts or shift patterns to make it work in practice. I am skilled with varied experience in organisational design and workforce planning, using data and predictive modelling to make decisions about structure, headcount and cost rather than relying on instinct. Reward and benchmarking is another strength, having designed pay frameworks and job evaluation processes from scratch largely using tools like Willis Towers Watson. I have deep experience in talent and succession planning, building development pipelines and improving performance management systems that actually get used. Change leadership runs through almost everything I've done, restructures, TUPE, cultural transformation, M&A integration — and I'm experienced working through complex stakeholder environments, including union negotiations and international, multi-site operations. I'm also strong on engagement and communication, having improved survey participation and built internal brand and messaging that genuinely shifted how people understood and connected with a business. Underpinning all of this is a coaching style of leadership, building and developing high-performing teams.
About
I'm a People leader who has spent the last two decades building and transforming HR functions across very different industries, logistics, FMCG, retail, manufacturing and travel and tourism, always with a focus on connecting people decisions to business outcomes. I've taken businesses through major shifts: helping Wasabi move from a founder-run business to one ready for investment, restructuring how Britvic identified and developed its future leaders, and overhauling safety and capability across a global logistics network at Gist. Wherever I've worked, I've combined strategic thinking with a willingness to get into the operational detail, redesigning pay structures, rethinking how shifts are staffed, or renegotiating union agreements. I lead by building strong teams around me, using data to challenge assumptions and give focus, and staying close enough to the business to know what actually matters at any given time to drive performance and a sense of team belonging and achievement.
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