Vice President, People

Report to CEO and defined the HR strategy as part of the Senior Leadership Team working on overall business planning, shaping the organisation, leadership coaching and preparing investor communications.

Defined HR strategy based on business goals and upgraded HR operations including onboarding, HRIS, wellbeing provision, culturally-fit company policies, reward and hybrid working principles.

Defined employee experience principles based on the talent demographic and led internal communications, leadership and HR initiatives resulting in strong trust and engagement.

Designed organisation structure for sales and commercial delivery, including running a strategy workshop to resolve an impasse and move to a more effective operating model.

Implemented performance improvement initiatives with an OKR process, addressed individual performance issues, and conducted training needs analysis and planning for commercial skills.

Developed coaching and training programmes for early career managers to increase confident ownership of team performance and reduce reliance on senior leaders.

Led internal communications and company presentations to maintain positive employee sentiment during challenging times.

Conducted diversity and inclusion review and analysis; created and delivered an action plan and learning programme to resolve team friction and achieve more inclusive behaviours.

Scaled recruitment with an ATS and clear processes, enhanced talent brand, achieved high attraction rates, and saved £100k in recruitment fees within six months via direct hiring.

Resolved sensitive employee relations issues, improved team collaboration, delivered DEI learning programme, and managed organisation change including exits.

Scaled the business and built the HR team; set up international talent strategy and defined the EVP at a pioneering start-up founded by ex-McKinsey partners achieving rapid organic growth.

Reported to Managing Partner; part of senior leadership team championing target culture, employee experience and decision-making aligned with values; commended for integrity.

Achieved strong engagement, employer brand and retention with staff turnover at 7% against a start-up average of 25%, attracting in-demand niche talent.

Led internal company-building with an employee-owned approach via working groups on decision-making, diversity, hiring and team effectiveness.

Designed and embedded an innovative holistic model for talent management, performance and development based on strengths, purpose and individual career paths linked to company mission, leading to numerous internal promotions and external leadership moves.