Client Results

Situation: A large international organisation had been trying for some time to strengthen engagement with its frontline workforce. Despite a number of initiatives, there was still a disconnect between organisational intent and the experience of employees working on the frontline.

My Approach: I worked with senior leaders to understand what was getting in the way rather than simply adding more engagement activity. Using employee insight, focus groups and a review of existing communication and engagement approaches, I identified the key barriers and developed a practical strategy focused on strengthening communication, manager briefings and connection with operational employees.

Result: The work gave leaders a clearer view of the underlying issues affecting frontline engagement and a practical way forward. A number of the recommendations have since been translated into changes within the organisation.

Situation: Following several years of significant organisational change, there was a need to better understand what was happening beneath traditional business measures and give leaders greater visibility of the employee experience.

My Approach: I established an organisational health capability that connected employee insight, leadership effectiveness and organisational performance. This included developing the global employee listening strategy, leading the selection and implementation of a new listening platform, creating executive reporting and dashboards, facilitating Executive Leadership Team workshops and building action planning and governance around the findings.

Result: Employee insight became a more structured part of organisational decision-making rather than a standalone survey exercise. Quarterly executive governance, leadership action planning and manager tools created clearer accountability for turning what employees were saying into action.

Situation: A global organisation was navigating an unusually sustained period of change: a major merger, restructuring, Chapter 11 and significant changes to both the Executive Leadership Team and Board. Employees across offshore and onshore operations needed clarity at a time when leaders did not always have all the answers.

My Approach: I worked closely with executive leaders to maintain communication and employee connection throughout the transformation. Rather than relying on corporate announcements alone, we strengthened leadership visibility through CEO communications, town halls, leadership campaigns and manager toolkits, while introducing additional channels to reach employees across a geographically dispersed workforce.

Result: The organisation developed a more structured approach to communicating through uncertainty, giving leaders and managers better ways to provide context, maintain connection and communicate difficult and sensitive change across the workforce.

Situation: An acquired international business was still operating with legacy HR processes and systems five years after acquisition. The legal transaction had happened, but the organisation had never been fully integrated into the wider business.

My Approach: I led the organisational integration, working with leaders and employees to move the business onto common HR practices, processes and systems and create a more consistent way of working. This built on wider experience of acquisition and merger integration across different organisations and countries, where structures, employment practices, systems and organisational cultures all needed to be brought together.

Result: The business moved away from legacy arrangements and became more fully integrated into the wider organisation, creating greater consistency in the way people, processes and systems operated.

Situation: A growing international offshore business needed greater visibility of its future talent requirements and a more consistent approach to recruitment and succession across geographically dispersed operations.

My Approach: I built and led the organisation’s global Talent Acquisition capability, standardised recruitment processes and introduced structured talent reviews and succession planning across offshore and onshore populations. Working with operational leaders, we identified critical roles, succession risks and future capability requirements rather than treating recruitment and succession as separate HR activities.

Result: Leaders gained greater visibility of leadership capability, succession risk and future workforce requirements, while the organisation established a more consistent global approach to attracting and developing the talent needed to support its international operations.