Marie Proctor

Accomplished People Director with 10+ years of experience leading complex HR transformations and organizational design initiatives in large, multi-entity businesses. Proven ability to integrate acquisitions, redesign operating models, and implement scalable HR frameworks, achieving significant cost savings of £1M and £500k annually. Expertise in workforce analytics and HR systems, poised to drive HR technology transformation and strategy.

Fractional HR Director - CAPTIAL EDGE HR - London

(2026-01)

• Provide interim and advisory support to founders and leadership teams of businesses undergoing growth, restructuring, organisational change, and operating model evolution.
• Advise on organisational effectiveness, workforce strategy, and leadership alignment in founder-led and performance-driven businesses.
• Support organisational redesign, workforce transition and execution risk management during periods of change.
• Provide input on governance, accountability, operating rhythm, and organisational scalability.
• Partner with leadership teams on people, structure, and capability challenges linked to growth, transformation, and performance improvement.

People Director, UK & IRELAND - SELECTA GROUP - United Kingdom

(2019-07 - 2025-12)

Spearheaded efforts to stabilise, standardise, and scale the People function within a complex, multi-entity, operationally intensive business undergoing significant transformation and performance improvement activities.

• Orchestrated large-scale workforce transformation and restructuring programmes across a complex multi-entity structure, optimising workforce and organisational design to enhance EBITDA and structural cost performance.
• Integrated three acquisitions, harmonising workforce structures, contracts, and governance across 16 countries.
• Redesigned working patterns and contracts to reduce overtime dependency and stabilise service delivery.
• Executed restructuring initiatives to minimise exit costs and operational risk.
• Led organisational redesign and operating model simplification across a complex multi-entity structure.
• Harmonised workforce structures, contracts, and governance frameworks across various business units.
• Collaborated with Finance and Operations to translate workforce decisions into clear commercial outcomes, including EBITDA, cost-to-serve, and service performance.
• Implemented scalable HR frameworks, reporting, and workforce analytics to improve visibility, forecasting, and execution discipline.
• Advised executive leadership on workforce risk, organisational capability, succession planning, and performance management.
• Improved leadership retention and internal promotion rates by 15%.
• Achieved £500k in annual recruitment savings through scalable workforce planning.

Senior HR Business Partner - BIDFOOD UK & CHANNEL ISLANDS - London, United Kingdom

(2017-05 - 2019-06)

Served as a Senior HR Business Partner within a fast-paced, commercially driven, and multi-site operational environment, focusing on organisational effectiveness, workforce capability, and post-acquisition alignment.

• Reduced People function costs by £1m through operating model redesign and standardisation.
• Integrated four acquisitions, aligning workforce structures, onboarding processes, and operational procedures.
• Supported organisational alignment across a complex multi-site operating model.
• Partnered with operational leaders on workforce capability, organisational risk, and delivery within cost-sensitive environments.
• Delivered leadership development programmes to over 100 managers, enhancing operational effectiveness and reducing Employee Relations (ER) risk.
• Improved retention by 10% through leadership capability and succession initiatives.
• Facilitated workforce planning, performance frameworks, and organisational alignment across multi-site operations.

HR Business Partner - THAMES WATER – INFRASTRUCTURE ALLIANCE - London, United Kingdom

(2015-05 - 2017-04)

Supported leadership teams within a complex, regulated, and safety-critical environment during workforce restructuring, organisational redesign, and operational change initiatives.

• Delivered organisational redesign activities that generated £4.2m in cost efficiencies.
• Facilitated workforce alignment across multi-entity operational structures.
• Led and supported collective consultation and sensitive employee relations activities, balancing statutory obligations, union relationships, and commercial imperatives.
• Managed complex workforce risk and employee relations activities within a regulated environment.
• Collaborated with multiple stakeholder groups to align governance, workforce structures, and operational delivery.
• Assisted leadership teams through workforce transition, restructuring, and organisational change.
• Balanced operational continuity, workforce risk, and commercial priorities during transformation activities.
• Operated within a regulated, safety-critical environment involving complex stakeholder and union engagement.

PGDip - Human Resource Management - University of Surrey (2010-09 - 2012-06)