Jan 2016 – Jun 2016 · 5 mos · London Area, United Kingdom

• Part of the EMEA Leadership Team.
• Revolutionized onboarding.
• Worked on moving annual performance reviews to quarterly discussions.
• Recommended a program for developing leadership capabilities.
• Operational efficiency and effectiveness.
• Managed the EMEA Talent Acquisition team.
• Oversight of all employee relations issues.

Sep 2014 – Present · 11 yrs 6 mos · Greater London, England, United Kingdom

Feb 2013 – Jan 2016 · 2 yrs 11 mos · London Area, United Kingdom

• Part of the EMEA Leadership Team.
• Responsible for all HR activities within the EMEA region (17 countries).
• Led the transition of the HR org away from geographical focus to a more functional focus, underpinned with a shared service centre.
• Managed the regional HR implications associated with the acquisition of Cyan, Inc.
• Managed the HR implications of a significant EMEA-wide reorganisation in the field organisation.
• Global responsibility for performance reviews, where the emphasis has been on transitioning away from an annual ratings-based process to a ratings-free regular check-in on performance, goals and development.
• Global responsibility for developing a manager playbook as part of the World Class Sales Organization initiative.
• On the global project team that developed Ciena's first ever "People Plan".
• On the global project team that oversaw the implementation of our new HRIS, Workday.
• On the global project team that designed and implemented improved processes for hi-po management, talent reviews and succession planning.
• Handled numerous complicated employee relations issues and exits.
• Worked with our elected employee reps in France and Germany.

Nov 2011 – Dec 2012 · 1 yr 1 mo · London Area, United Kingdom

• Drove the delivery of a comprehensive HR service (organisation design, recruitment, induction, training, development, performance management, engagement, reward, etc.) across the organisation.
• Managed the HR implications associated with the acquisition of Clairmail, Inc.
• Managed the HR implications of a significant reorganisation in the UK.
• Outsourced payroll.
• In-housed recruitment.
• Launched high performance, high potential program.
• Worked with the Remuneration Committee on LTIP, executive compensation, benefits, etc.
• Managed Facilities & Real Estate.
• Oversaw the relocation of the HQ.

Jul 2004 – Nov 2011 · 7 yrs 4 mos · Slough, England, United Kingdom

• As part of the EMEA Management Team, responsible for the formulation of business strategy and execution of business plans.
• Drove the delivery of a comprehensive HR service (organisation design, recruitment, induction, training, development, performance management, engagement, reward, etc.) across 22 countries.
• Introduced a balanced scorecard methodology for the EMEA business which enabled the management team to align on goals, strategies and actions as well as track progress.
• Managed the HR implications associated with 3 significant reorganisations.
• Led the HR due diligence for two acquisitions, SpectraLink Inc. and HP’s Visual Collaboration business. The latter entailed working through Acquired Rights Directive implications in 5 countries (e.g. TUPE in the UK).
• Owned the HR-related activities associated with opening up 10 new legal entities and offices. This enabled a timely local presence in identified growth markets.
• Created and implemented the global talent management and succession planning program. This enabled the company to identify and develop the top 30 high performance, high potential employees earmarked as future leaders.
• Designed and implemented the global management development program.
• Created the EMEA sales leadership development program, in order to improve sales productivity.
• Deployed a high performance team assessment program.
• Introduced an EMEA annual employee satisfaction survey, which ended up being global. Minimum participation was 77% (the first survey). The outcome was improved levels of engagement which drove a 94% rating for people agreeing or strongly agreeing that they were proud to be part of Polycom.
• Created an in-house recruitment team. This saved $4m in agency fees, and became the model across Polycom.
• Established HR key performance indicators to ensure efficiency and productivity in our processes.
• Led a team of up to 17 (HR Ops, Recruitment, Comp & Ben).

Jan 2001 – Jan 2003 · 2 yrs · Ealing

• Established and drove the delivery of a comprehensive HR service.
• As part of the leadership team, responsible for strategy and business plans.
• Managed a successful injunction against a competitor.
• Designed and managed a graduate assessment centre.
• Responsible for an in-house training academy.
• Ex-pat management (as part of a start-up in the US).

Jan 1999 – Jan 2001 · 2 yrs · Weybridge

• Worked for Guardian iT, which was acquired by SunGard.
• Drove the delivery of a comprehensive HR service across 8 countries in EMEA and the US.
• As part of the leadership team, responsible for strategy and business plans.
• Implemented a balanced scorecard methodology for the business.
• Managed the HR implications associated with 8 acquisitions.
• Worked with the Remuneration Committee to implement an equity incentive program.
• Trustee of the UK pension plans.

Jan 1994 – Jan 1999 · 5 yrs · Heathrow, Maidenhead

• As part of the Commercial Division leadership team, responsible for strategy and business plans.
• Managed the HR implications associated with 4 acquisitions.
• Created a management development program.
• Designed competency frameworks for key functions.
• Implemented Hay job evaluation across 18 sites and 2,800 employees.
• Project managed the selection of a new HR system.
• Introduced a company-wide continuous improvement program.
• Chaired works council meetings.
• Developed a management development and employee development offer.
• Took the UK operations through Investors in People (IiP).

Jan 1989 – Jan 1994 · 5 yrs · Basingstoke, Hook, Salisbury

• Volume recruitment and onboarding following award of the Government Data Network contract.
• Significant restructuring, including the closure of a manufacturing plant.
• It was at Racal that I “cut my teeth” on operational people management issues e.g. grievance, disciplinary issues, appraisal, performance management, coaching, learning and development, pay reviews, implementation of flexible working / shift systems / on-call and call out arrangements, etc.

Jan 1988 – Jan 1989 · 1 yr · Maidenhead

• Work placement during my Postgraduate Diploma.
• Designed and delivered continuous improvement training to ensure compliance to BS5750 standards.
• Due diligence on contracts and benefits for a target acquisition.