Jan 2024 – Present · 2 yrs 4 mos

• Leading the people and administration agenda for two regulated financial services businesses, covering leadership hiring, compensation, performance, governance, and employee relations, with a strong emphasis on leadership stability and execution discipline. The role has focused on strengthening leadership depth, improving regulatory alignment, and putting in place clearer, performance-linked people systems while supporting ongoing business change and turnaround priorities.
• Worked closely with senior leadership to reshape organisation and leadership structures, combining selective market hiring with internal capability moves to ring-fence critical roles and improve execution strength. Introduced focused development interventions, including a Young Officers programme in specialist areas where external talent supply is limited.
• Drove a visible reset in culture and engagement by improving leadership presence, communication, and review process adherence, resulting in a clear improvement in employee sentiment and external perception.
• ➤ Built momentum toward a digital-first HR setup through automation of core tools, workflows, and processes
• ➤ Put structure around performance and rewards through compensation benchmarking and clearer productivity linkages
• ➤ Redesigned incentive and recognition mechanisms, improving transparency and consistency across functions

Jul 2018 – Jan 2024 · 5 yrs 6 mos

• This role focused on leadership continuity at scale, ensuring the Group had the right depth, mobility, and readiness as businesses diversified and globalized. Worked closely with Group CXOs on succession and talent outcomes at Chairman −3 levels, strengthening internal leadership hiring and enabling meaningful role movement across the organization.
• Put common structure around talent and mobility across manufacturing and services businesses, improving performance outcomes for a significant portion of the identified talent pool while simplifying fragmented practices and delivering sustained cost efficiencies.
• Alongside succession, worked on Group Young Talent & Future Leadership capability and culture, leading the Fit for Future program for senior managers globally and scaling employee-led initiatives that materially lifted development culture scores.
• ➤ Built the digital backbone for talent governance, giving leadership real-time visibility into succession, readiness, and risk, while strengthening early-career pipelines through improved diversity and retention outcomes.

Apr 2015 – Jun 2018 · 3 yrs 2 mos

• This role revolved around industrial operations and leadership continuity within a multi-country textiles business shaped by deep legacy practices. The focus was on strengthening the organization for the future while preserving operational stability and specialist skillsets in people.
• Partnered closely with business and plant leadership to realign organization structures, including redesign of C-suite and two-levels-below roles in India, Indonesia, Philippines and Thailand, bringing sharper accountability and clearer decision ownership across markets. Introduced greater discipline in staffing and workforce planning through standardized assessments, improved employer positioning, and automated onboarding and exits, materially reducing hiring cycle times.
• ➤ Created IGNITE, a practical knowledge-transfer and succession mechanism that strengthened internal bench capacity
• ➤ Held governance responsibility as POSH Chairperson and member of the Value Standards & Code of Conduct Committee
• ➤ Led the pilot and rollout of group-wide psychometric assessment frameworks