Sheet 03 · Areas of practice
The domains in which I have carried accountability, and the judgement I bring to each.
How I lead
People strategy must explain how the organisation will build the capability its ambitions require. I connect succession, organisation design and everyday leadership practice, with attention to fairness, privacy and the experience of employees.
At scale
85%
Senior roles filled internally
Through a rebuilt succession pipeline
+31 pts
Engagement improvement
During a three-year transformation
52,000
Colleagues served
In 30 countries
40%
Women in leadership
Up from 18% in five years
In practice
Case 01
Succession discussions relied too heavily on individual nominations. I worked with the board and executive team to define the capabilities required by future roles, assess readiness in context and agree meaningful development experiences. The process made succession a continuing leadership responsibility and connected talent decisions with the direction of the business.
Case 02
A major change programme needed different behaviours across functions. We translated the desired culture into practical leadership expectations, reviewed the systems that reinforced existing behaviour and created opportunities for teams to discuss difficult trade-offs. The work connected the culture ambition with management practices people could recognise in their daily experience.
Case 03
The business strategy was evolving faster than its workforce planning. I brought operating leaders and people teams together to examine capability demand, role design and options for building or accessing expertise. We created a more explicit connection between the strategy, the organisation model and the investments required in people.