A-01 · Subject
Building the leadership, culture and capability to thrive.
I build the leadership, organisation and people capabilities that allow strategy to become sustained performance.
Specification
| Ref. | Measure | Value | Note |
|---|---|---|---|
| S-01 | Senior roles filled internally | 85% | Through a rebuilt succession pipeline |
| S-02 | Engagement improvement | +31 pts | During a three-year transformation |
| S-03 | Colleagues served | 52,000 | In 30 countries |
| S-04 | Women in leadership | 40% | Up from 18% in five years |
Modules of expertise
Career elevation
Stage 04 · 2020 — Present
Aldermoor Group
Leading enterprise people strategy, executive succession and organisation capability.
Stage 03 · 2016 — 2020
Fairhaven Holdings
Built talent and organisation programmes with operating leaders, connecting development activity to business capability.
Stage 02 · 2012 — 2017
Meridian Consolidated
Designed the leadership pipeline that produced the group's next three business-unit presidents.
Stage 01 · 2006 — 2012
Calder Logistics
Partnered frontline leaders through a network redesign, and learned that culture is what happens on the night shift.
Detail drawings
01Detail
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.
02Detail
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.
03Detail
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.
Board record
Independent Director
Nomination & Remuneration (Chair)
2022 — Present
Trustee
Programmes · Governance
2018 — Present
Peer review
Our succession conversations became evidence-based and calm. That is a gift to any board.
A people leader the whole executive team trusted with its hardest decisions.
Working notes
A succession list is a starting point, not an account of readiness.
Read the essayEmployees learn what matters from the way decisions are made, performance is recognised and difficult information is handled.
Read the essayA headcount plan does not explain whether an organisation can deliver its strategy.
Read the essayAn invitation
For board, advisory and leadership conversations where leadership succession matters.
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