Director, Resourcing & Talent Development at Gartner Consulting (2021-01 – Present)
Over five years and three promotions within a complex global consulting matrix business, I partnered with consulting leadership to ensure the organisational systems required to transform the business were in place - aligning workforce planning, organisational design, capability development and leadership effectiveness with client demand. Stabilised organisational performance during leadership transitions while embedding talent, feedback and development systems that strengthened culture, succession visibility and delivery consistency across the region. Owned the staffing engine and resourcing governance for the UK (including India) consulting population, partnered with UK and EMEA Consulting leadership on the change management and adoption of the EMEA consulting strategy, drove operational efficiencies and led capability development, learning and engagement across a commercially intensive, performance driven, transformational fast-paced consulting environment.
- Reduced utilisation leakage and improved revenue predictability by redesigning staffing discipline and governance - evolving the India Centre of Excellence operating model and embedding JIT staffing principles across the UK and EMEA consulting population.
- Led AI-enabled workforce planning experimentation, reducing time-to-staffing across consulting engagements - serving as Product Owner in a cross-grade hackathon that produced a working prototype reducing deployment time by over a week per engagement.
- Embedded consistent project time allocation practices, improving cost transparency across consulting delivery, now rolling out across EMEA.
- Maintained commercial continuity and organisational stability through the UK CEO to EMEA CEO transition - contributing to CEO assessment, selection and onboarding, accelerating integration and operating rhythm.
- Operated as informal Chief of Staff during the UK to European CEO transition in 2024 - owning the operating rhythm, representing senior leadership, supporting CEO assessment and onboarding of successor, and maintaining organisational momentum across a six-month period.
- Strengthened the leadership pipeline and promotion readiness through redesigning the Associate Partner development programme - a structured pathway to the most senior consulting grade, directly improving succession depth and calibration quality.
- Improved manager capability and enabled early performance intervention through redesigning scalable performance and feedback frameworks, reducing leadership effort and improving commercial outcomes.
- Designed and embedded a role-based continuous learning architecture (First Thursday) - an always-on, digitally enabled capability programme connecting learning directly to career progression milestones, skills development and the regional Future Leaders Pathway to Partner programme. Adopted across EMEA and recognised as a model for scalable skills development in a complex matrix environment.
- Collaborated on a global experiential learning programme to build AI capability across the consulting population (all tenures).
- Improved performance management, calibration and progression through data-driven insights and bias mitigation - reducing cycle time to 20 days via Workday-enabled feedback.
- Led change management and adoption of the EMEA Consulting strategy - including a significant operating model shift requiring all partners to develop BD capability. Managed partner resistance, coached the CEO on stakeholder engagement and turned a politically complex initiative into a culture shift over 12 months.
- Built a high-trust culture and leadership engagement infrastructure during rapid change, reinforcing psychological safety, cohesion and team resilience across UK, India and EMEA populations.
- Embedded inclusive global ways of working, improving offshore/onshore collaboration across UK, India and EMEA consulting populations.
Talent Director at Change Management Group (2012-01 – 2020-01)
Joined at 5 people and built the people infrastructure from the ground up as the organisation pivoted from a talent network model to a permanent consulting firm, scaling to circa 65 across UK, Middle East and North America. Designed and operationalised every element of the people system - talent acquisition, performance management, competency frameworks, resourcing governance, culture and employee experience - in a commercially driven, fast-scaling professional services environment.
- Reduced time-to-hire by 75% and external recruitment spend by 30% through a complete redesign of talent acquisition - building agency partnerships, streamlining process and insourcing key resourcing capability.
- Improved retention from 27% to 12% over tenure through a combination of competency-based career clarity, development investment, culture-building and improved engagement - directly reducing the commercial cost of attrition.
- Built and governed the resourcing engine for a scaling consulting firm - managing supply, demand, utilisation and capability alignment across UK, Middle East and North America populations.
- Designed and embedded performance and competency frameworks from scratch - creating clear career pathways, promotion criteria and capability development infrastructure that scaled with organisational growth.
- Working with the Founder CEO built succession plans and talent governance structures across EMEA and the US, improving decision quality, reducing key person risk and increasing leadership accountability for talent outcomes.
- Implemented ATS (Bullhorn) and optimised global talent acquisition processes - improving candidate experience, hiring manager experience and data integrity across three geographies.
- Strengthened global talent governance, embedding consistent ways of working across a geographically dispersed, commercially driven organisation.
Roles across consulting and product marketing at KPMG · Atos Origin · Oracle (2000-01 – 2007-01)
Roles across consulting and product marketing in large, commercially intensive technology and professional services organisations. Built early commercial acumen, stakeholder management skills and an understanding of performance-led cultures that has underpinned every subsequent role.
