Shane Hodgson

I am a motivated and influential people change professional with over 25 years’ experience in change management, business transformation and HR/OD leadership, both in consultancies and in-house, in assignments covering a total of 37 countries and including over 20 ERP implementations.

After time spent as a combat medic, military psychologist and senior HR practitioner, I have worked in organisational change consulting, both in major consultancies (PWC, EY and SAP) and as an independent consultant. I am an excellent communicator, accustomed to working across the organisation and building relationships at all levels, from operational level up to Exec board members.

I’m culturally savvy and a creative problem-solver with strong practical change management skills as well as an impressive academic background (postgrad degrees in psychology, business strategy, security and intelligence, and organizational change), who can work anywhere between the overall business vision and the detailed activities needed to achieve it. I prefer informal and collaborative approaches to working and like to be engaged and involved in all parts of a project.

Recent Career History

UK Home Office – SC Cleared Senior Change Manager (Oct 2025 to present)

• Hired to assess and augment the existing change management framework for the Home Office Digital Data Service and Analytics 2030 Strategy, identifying gaps and implementing improvements aligned with industry best practices.
• Conducting organisational change readiness and maturity assessments and developing communications plans, change journeys and roadmaps, tracking and reporting progress to senior leadership.
• Establishing tools, KPIs and metrics to measure change impacts, readiness and adoption, providing regular reporting to senior stakeholders.
• Partnering with Transformation, PMO, Delivery and Business Units to ensure engagement, alignment and buy-in, acting as a trusted advisor on change management best practices.

Bank of England – SC Cleared Senior Change Manager (Sep 2024 – Sept 2025)

• Led the evaluation and enhancement of a comprehensive change management framework for a greenfield Oracle Fusion ERP implementation, developing recommendations and implementing improvements.
• Defined and tracked progress against frameworks for operating model, process and change maturity, reporting outcomes to executive stakeholders.
• Developed and delivered training programmes and change management tools, coaching leaders and project teams to drive effective change adoption.
• Established governance structures and KPIs to measure change management, benefits, business readiness and TOM performance and progress.

Previous Relevant Experience

 

OneAmerica, Indianapolis January 2023 to November 2023

I worked remotely with a major US insurance company, as a Digital Transformation Lead, firstly (Jan to Jun) on their Data Modernization Program and then from 1 July to 17th November on the Digital Acceleration Program. This was working on a retainer to advise them on the people and organisational operating model (TOM) components of digital transformation, change management, data fluency, culture change, and communications related to a large scale SAFe 6.0 Scaled Agile data and architecture modernisation, digitalization of a variety of processes and customer touch points (both CX and UX), and an embedded business analytics programme. I was required to develop and use change management tools and methods, to assess change management maturity and capability and to coach Agile team members in change management.

Kraft-Heinz, Amsterdam September 2022 to March 2023

I worked part-time remotely on a Netherlands-based implementation of Oracle Transportation Management (OTM) for shipping exports as a Change Consultant to Kraft Heinz. This developed a new Target Operating Model for Transportation Management, and started from the OTC point of sales order in Salesforce and SAP (receiving orders from KraftHeinz affiliates, stock planning and PO creation) through the OTM steps of Shipment Planning, Transport Planning, Delivery and Invoice Matching and back to SAP for Payment. This impacted the Exports teams in Europe, MEA, APAC, LATAM and North America as well as the Shared Service Centre in India and a variety of other stakeholders.

I used and adapted the KraftHeinz OCM toolset.

CNO Financial Group Inc, Indianapolis January 2022 – December 2022

I consulted part-time remotely to a major US insurance company, as a Senior Change Lead: DataPlus Program on a retainer to advise on change management, data target operating model (TOM), culture change, communities of practice and communications related to a major data governance and data privacy project, working in a Scaled Agile methodology. I assisted work streams in privacy governance, data governance, data lineage, ROPA, data glossary and more to help build a culture of data literacy and the idea that data is an asset. I was required to assess change, process and data maturity and to build and implement change tools and approaches and to mentor other change consultants.

Mars plc, Slough September 2022 to December 2022

I worked part time on a retainer as a Change Adviser on a Finance Master Data governance project with the Mars group, improving and embedding a new way of requesting Finance Master Data creation and assessing the relevant change and data maturity and capability levels of the department.

BMI Group Ltd, Reading January 2022 – September 2022 

A global roofing and building materials conglomerate as Head of Change, Training and Communications for a multi-country operating model change, legal entity simplification and SAP S/4 implementation, with projects running in the Nordics, BeNe, DACH, France and Poland regions and leading a team of almost 30 change and communications Big 4 consultants and contractors as well as a team of over 50 trainers. The programme included new trading models, legal entity changes, EDI and 4PL components as well as the green and brownfield implementation of SAP SalesCloud, and SAP modules along the main process areas of OTC, FICO, SCM, WM and EWM and TMS in multiple sites. I reported to the Group Transformation Director.

 

Anglo American, London Apr 2021 – January 2022

A global mining and minerals group, as Change Lead – Beyond Finance – a global remote role, working and leading a remote team of permanent employees, contractors and Big 4 consultants in an Invoice to Pay, Invoice to Cash and Record to Report standardisation and transformation portfolio of programmes, built on a backbone of SAP S4/HANA and incorporating other software such as VIM, Blackline, Workiva and more. The initial focus was on standardisation of finance processes and the development of a new Target Operating Model (TOM), finance controls, reporting and policies and related processes for operations around the globe, movement of transactional work to shared services in EMEA, APAC and LATAM and enhancement and adoption of S4/HANA functionality and selected Fiori apps.

 

Siemens Energy, Warwick Apr 2016 to Jan 2021

A global energy and engineering giant, part of the Siemens Corporation, that operates globally in crafting advanced machinery and delivering services, as Global SAP Transformation Manager – Project Atlas4AGT 2016/17 and Project Verold 2018/21 - A global role, working across multiple sites in Europe and North America (including Finance Shared Service Centres in the USA, Portugal and Czechia) and liaising at executive and director level to plan and execute cross-functional, strategic change, with a focus on post-acquisition integration and incorporation of two acquired businesses (Rolls Royce Turbine company from SAP to SAP and Dresser Rand from Oracle to SAP) onto the Siemens Corporate SAP on HANA template. This included integration with SalesForce for both product and services sales, and implementation of SAP in all major process areas (OTC, RTR, P2P)

Key achievements

• Global Change Lead – design of change strategy and plans for successive implementations of c.2500 users and c.3500 users spread across the UK, France, Norway, Canada, and the USA, including overall control of communications, business TOM development, change readiness, test readiness, role mapping, user training, change impact assessment and change action planning, stakeholder engagement and user adoption. I also managed the business analysis of financial and KPI reporting.
• Change management training – managing a distributed team of 20 business change, readiness and training leads brought up the need to develop change management capability in the organisation. Working from the base of the already-selected ADKAR methodology I build a detailed change management approach more suited to ERP implementations and ran workshops in Norway, France, Texas, and New York State, also instituting proper tools and templates for change impact assessment, change action planning, UAT readiness, business readiness and more.
• Communications and Executive Engagement - I produced the content for all the communications including Executive Briefs, project newsletters, monthly management briefings, town hall meetings, all hands webcasts, Yammer feeds and intranet sites and bulletins at local, regional, and corporate levels.
• The two global programmes (Atlas4AGT and Verold) were rated by senior Siemens executives as the best SAP implementations they had ever seen.

GlaxoSmithKline, London Mar 2015 – Mar 2016

One of the largest pharmaceutical companies in the world, as Business Change and Engagement Manager – GSK/Novartis Joint Venture - A contract consultant in the Business Change function working on the full range of business change and engagement activities to bring Novartis consumer health entities onto the GSK SAP template in Ireland, Turkey, Spain, France, and Portugal as part of a joint venture. Implementations were extremely quick, excellent and without issues. This included service transition components for the Finance SSCs.

Key achievements

• Adaptation of GSK methodology to suit high speed implementation – responsible for developing the change management strategy for 6-month fast SAP implementations, starting from the GSK multi-year methodology. This was tested on the pilot site in Ireland and then refined and executed for full simultaneous implementation in the next 4 countries, bringing c.2500 Novartis users on in 6 months.
• Targeted User Training – Overall responsibility for User Training, under a “No Training No Access Policy” ensuring fast and measured training for all new users. Compliance was excellent and allowed use of this as a formal “Go – No Go” criterion. Training was blended learning at both transactional and E2E process levels.
• Implementation of Change Impact Assessment and Cutover Readiness tools – rolled out a structured and templated approach to assessment of change impacts and development of site-specific change action plans, with central governance using SharePoint repositories and evidence folders for cutover readiness.

 

ARRIVA plc, London Aug 2014 – Feb 2015

A large UK transport company, part of Deutsche Bahn, as Change Manager - A 6-month contract in setting up the SAP Change Management approach, plans and team for a multi-country rollout of SAP Financials and PeopleSoft HR, scoping the effort, working with third-party providers, and designing the methodology. This included workshops in the Netherlands, Denmark and Czech Republic and consideration of the Finance Shared Service design.

 

Johnson Matthey plc, Royston Jan 2014 – July 2014 

A specialty chemicals group as SAP Change Manager – A short contract to set up the structure, methodology and approach for a multicounty rollout of SAP FI/CO including change scope and strategy, change impact analysis, change agent training, user training plan and support plans as well as shared service design.

Gold Fields International, Johannesburg Dec 2011 – June 2013 

One of the largest unhedged gold mining companies in the world, employing 50 000, as Vice President: Organisational Effectiveness – (VP:HR) a permanent role leading Change Management, Organisation Design, Employer Value Propositions and Organisation Effectiveness, reporting to the EVP: HR and restructuring the company.

Key Achievements

• Designing and implementing a global HR TOM and Transformation to realign HR services
• Designing change and organization approaches to the implementation of SAP Ariba
• Restructuring and rightsizing operations and developing Target Operating Models in South Africa, Australia, Ghana, Peru, and the Philippines.
• Developing a Behavioural Safety Programme for major mines, representing the company at the Chamber of Mines and to the mining unions.
• Developing and implementing an Employer Branding programme

SAP, Johannesburg Feb 2010 – Nov 2011

A global software company, as Business Transformation Principal - Overall lead for Organisational Change Management discipline and methodology in the EMEA Emerging markets region (43 countries), concerned with the design, scoping, sale and implementation of OCM activities for major SAP implementations of all modules.

Key Achievements

• Change Lead, SAP implementation, Nigerian National Petroleum Corporation
• Change Lead, SAP implementation, Nigerian Liquefied Natural Gas
• Change SME and quality assessment of SI’s for SAP implementations in SASOL, Johannesburg City Council, Turkish Airlines, Ethiopian Airlines, Free State Department of Education and South African Department of Public Service Management
• Appointed as Internal SAP Global Change Methodology SME, working in a multi-country team and building rapid deployment methodology at the SAP Methodology CoE in Dubai
• Appointed to SAP Global HR team of regional HR Change experts to assess HR maturity and capability as part of the restructure of SAP’s internal HR function and development of a new HR TOM.
• Trained as a Trainer in SAP’s Business Transformation Management Methodology BTMM, for internal and external deployment, and certified as an SAP Application Associate – Business Process Expert.

 

Various earlier roles (details on request) 1996 - 2010

Various roles in organisation consulting, including time as an executive consultant with Price Waterhouse Central Africa and Ernst and Young South Africa as well as EY Middle East, (based in Riyadh in 2004/5 and briefly in Kuwait City) and in senior level HR management (including time with Vodafone as Change and OD Manager for Europe, Lonrho Africa as Group HR Manager, Norwich Union General Insurance (AVIVA) as Head of HR Programme Management, and NCR Corporation as interim HR Director for sub-Saharan Africa). Also served as a combat medic in the Rhodesian Air Force, and then as a military psychologist (rank of Captain in the South African Medical Services) prior to this.

EDUCATION The University of Buckingham - MA (with Merit) in Security and Intelligence Studies A course on global security issues, with a distinction for my dissertation on models of radicalisation to extremist violence.

Rand Afrikaans University / University of Johannesburg – D. Phil Leadership Performance and Change A part-time guided doctorate programme in HR/organisational transformation, with an award-winning dissertation on virtual team working (Best dissertation in faculty).

Nottingham Business School – MBA in Strategy, Marketing and Organizational Behaviour A distance learning MBA, with a distinction for my project on Internet Marketing Strategy for a Canadian Mining company and with a dissertation on HR strategy development.

Rhodes University – M.Sc. in Research Psychology A part-time degree in psychological research methods, with an internship as a research psychologist completed at the Military Psychological Institute and with a dissertation on combat-related PTSD.

Rhodes University – B.Sc. in Microbiology A full-time degree in Life Sciences