Chief Human Resources Officer / Australia · Global perspective
AlistairSpencer
Building the leadership, culture and capability to thrive.
I build the leadership, organisation and people capabilities that allow strategy to become sustained performance.
- Board appointments
- Advisory roles
- Speaking invitations
04
Culture transformation
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
I believe
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.
— Alistair Spencer
The work
Decisions that moved the needle.
- 01
Leadership succession
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.
- 02
Culture transformation
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.
- 03
Workforce strategy
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.
Boardroom
Seats at the table.
Calder Logistics
Independent Director
Nomination & Remuneration (Chair)
2022 — Present
The Skills Forward Foundation
Trustee
Programmes · Governance
2018 — Present
Others say
Word from the boardroom.
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.
An invitation
Let's talk properly.
Bold mandates, difficult turnarounds, board seats that need conviction — I want to hear about them.
- Board appointments
- Advisory roles
- Speaking invitations
office@alistairspencer.example