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A globally recognised, award-winning trailblazer.
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Network Power1000+ people
Roles
✨50%
Business Owner
💸37%
Marketing
🔥25%
Startup Founder
Geos
🇬🇧25%
United Kingdom
🇺🇸25%
United States
🇦🇪12%
United Arab Emirates
Work Background
BritishvoltChief of Culture
May. 2021 - Jan. 2023GlobalJoined a start-up of international importance to set up and embed values, ways of working and positive behaviours that influenced founders and investors alike to cultivate an entrepreneurial culture during exceptional times. This ensured a culture that attracted and retained staff. Championed inclusion and wellbeing activity throughout global Britishvolt business locations to ensure a better understanding of inclusion cross our global business. In this fast-paced, exciting but tumultuous period, I positioned inclusion and wellbeing as a key element of corporate governance with a strategic and scrutineering action plan alongside internal and local community engagement events. The subsequent robust business plan ensured corporate legal responsibilities in human resources and operational activities within this growing business during a challenging economic environment.
Cambridgeshire Fire and Rescue ServiceHead of Equality, Diversity & Inclusion and Lead for Positive Action
Nov. 2019 - Apr. 2021Huntingdon, Cambridgeshire, United KingdomChampioned diversity and inclusion agenda within the service working with leadership to embed diversity and inclusion throughout the service resulting in Crews coming forward and leading on events and diversity days in the communities during exceptional times. Aligned the ambition of the Cambridgeshire & Peterborough Combined Authority equality strategy in conjunction with the service IRMP that included workforce management, service provision, and community engagement to embed inclusivity at the heart of Cambridgeshire. As a respected diversity leader, I had delegated responsibility to work alongside the National Fire Chiefs Council to embed diversity and inclusion as a key part of the annual HMICFRS inspections of Police and Fire Services across the UK.
Employers Network for Equality & Inclusion (enei)Head of Diversity & Inclusion Centre of Excellence
Jun. 2019 - Nov. 2019London, United KingdomStrengthened the process to develop, publish and maintain best practices for enei Members by embedding my extensive knowledge of organisational culture to influence the behaviours of the Centre of Excellence by directing and transforming the strategic priorities. Increased the range of advice and guidance by 10% on workplace trends and practices through a members-only newsletters, website, and e-learning packages. I leveraged my brand to represent enei at external events and conferences.
Cabinet OfficeCulture and Inclusion Manager
Sep. 2018 - Jun. 2019London, United KingdomLeveraged my brand and negotiating skills to increase a revitalised the approach to inclusion consistently across the 35 directorates that make up the Cabinet Office. Pioneered a networks budget control mechanism for the department networks to align their objectives in conjunction with the central Civil Service Networks. Lead the Cabinet Office to adopt a collaborative approach to the Civil Service Strategy.
Department for International Trade (DIT)Diversity & Inclusion Lead
Feb. 2017 - Sep. 2018London, Greater London, United KingdomSpearheaded the EDI Steering Group made up of senior and delegated grades to develop and maintain the EDI initiatives including the budget, the EDI strategy, objectives, and action plan in collaboration with HR. Transformed the position of the department on respected external benchmarks including:
o The Stonewall Workplace Equality Index - went from 417th in 2017 to 53rd in 2019
o The Social Mobility Index - went from unplaced in 2017 to 23rd in 2018 Initiated a communication plan to increase the self-reporting diversity rates of less than 50% to over 85% across each of the protected characteristics to support the Permanent Secretary’s Diversity & Inclusion objective. Collaborated with ACAS a program for colleagues to act as bullying first responders to facilitate a reduction in rates of bullying, harassment, and discrimination being reported to HR and Trade Unions. Designed and drove a program to provide several trained colleagues in Mental Health First Aiders to provide a support mechanism for the rate of colleagues reporting mental health issues to HR and Trade Unions.
Financial Conduct AuthoritySenior HR Business Consultant
Oct. 2016 - Feb. 2017London, United KingdomAs a Senior HR Consultant I was responsible for four key projects: Trans Inclusion
Provided support to Senior HR Business Partners in the rewriting of the various department's policies to be more inclusive of colleagues identifying under the wider transgender umbrella. Development of Staff Handbook
As per the Trans Inclusion, write and develop a staff handbook that is inclusive of all protected characteristics. HR Helpdesk
Provided support and feedback on the improvement of the user experience when contacting the HR Helpdesk. Intranet
Provided leadership for all areas of the business in developing a new intranet that is more user-friendly and accessible across all areas of the business by providing user experience.
UK Civil ServiceCommittee Chair
Jul. 2009 - Oct. 2016United KingdomInaugural leader for trans-specific issues in the civil service, I shared my lived experience in conjunction with my passion to promote a sense of belonging to influence the Cabinet Secretary, the head of the Civil Service, Perm Secs, and champions across the Civil Service. This led to increased confidence in trans issues as an employer and service delivery. Led a program of best practices from the public and private sectors to share ideas to develop continuous improvement plans. This allowed me to develop, deliver and evaluate a global training program of workshops on trans awareness across the Civil Service. Expedited strong relationships with key stakeholders including professional and political lobbying groups that gave precedence to working collaboratively to achieve a consensus of influence to advance the trans experience of Civil Service policies and wider legislation. Facilitated presentations and delivered keynote speeches at conferences as required. Produced blogs/speeches for the Cabinet Secretary and Civil Service EDI Champion.
PearsonService Delivery Manager
Feb. 2006 - Nov. 2008Manchester, LondonDrove the Service Improvement Plan across the Coursework and Exam Management departments by implementing a process to improve the link between the departments and Contact Centre that led to a decrease in call turn round from five days to twenty-four hours. Strengthened the relationship between Contact Centre staff based out of Manchester and Edexcel staff in London Spearheaded projects that involved the key stakeholders of the departments with technical queries
Policy Administration Services LimitedContact Center Operations Manager
Mar. 2002 - Feb. 2006Crewe, United KingdomReport to the Head of Customer Services and Operations Director and provide updates to key stakeholders as well as the planning and forecasting team. Manage the day to day performance of the Contact Centre Operations in conjunction with other Contact Centre Managers to deliver a best in class service, meeting or exceeding all KPIs and within budget. Set the strategy for the development of the contact centre, staying abreast of new practices and technologies, ensuring recognition for the quality of customer service. Lead, inspire and co-ordinate with others in the contact centre management team at all levels to create motivated and engaged colleagues. Be responsible for the end to end customer contact processes and their associated customer experience, supporting cross company initiatives to drive improvements, improve efficiency and reduce complaints. Work closely with HR, Learning & Development and Training delivery teams. Taking responsibility for the ongoing contact centre development. Review and define clearly contact centre roles and candidate profiles required across the contact centre operation. Provide support to ensure the effectiveness of the resource planning team, ensuring that resource is fully utilised and any contact demand is effectively covered. Apply best practice, develop continuous improvement plans and make recommendations based upon the employee and customer insight. Offer insight and knowledge to the organisation on the use of new tools and technologies; Telephony, CRM and WFM to create a cost effective operation consistently achieving contact handling SLAs. Act as the Voice of the Customer, championing change and improvements across the customer experience, drive change and influence future change/projects to support and achieve improvements in the customer experience. Enhance the quality of customer interactions, ensuring quality assurance, compliance, regulatory and legal obligations are met across all interactions.
OctagonSenior in Charge of Customer Service – Tele-business
Oct. 1998 - Dec. 2001Brands Hatch, Fawkham, KentResponsible for a team of six call handlers who dealt with all customer services issues across seven leading motor racing circuits including both Brands Hatch and Silverstone circuits and drove a program to ensure these issues were dealt with as per business protocol. Strengthened the process by ensuring all issues were recorded and reported on and each issue highlighted in a presentation to the relevant circuit manager on a weekly/monthly basis Implemented new processes to ensure a continuous improvement of the business. Ensuring that all KPI’s were met on a daily, weekly and monthly basis. Liased with shopping centres in arranging promotional days / weeks / weekends. Produced weekly reports formulating trends within the marketplace at any particular time. Working with the company admin and finance teams to arrange credits for customers when necessary. Assisting the HR Team with the recruitment process.
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