Business focused human resources consulting including talent management, executive coaching, mergers & acquisitions, business transformation, organisation design, capability development, change leadership and HR function transformation

A global, strategic role, reporting to the Head of Global Operations (Board level), with a number of key accountabilities:
** HR Strategic Business Partner for the Syngenta Executive Members (Board equivalent) to provide executive coaching and to ensure organisational capability and that the people-dependant elements of the business plan were identified and achieved.
** To provide HR leadership to the full range of business projects including mergers, acquisitions, joint collaborations, divestments, start-ups, restructuring and closures as required.
** Accountable for top level succession planning for Syngenta.
** To lead major HR policy and strategy changes and capability development projects.
** Secretary to the HR Steering Group; Chairman of the HR BPOC; Syngenta UK Pension Fund Director.
** Leadership of a team of HR professionals.

Key Achievements included:
** HR lead for key business projects which included: a US$400m acquisition for our Seeds business (mainly US but some Europe); setting up a 50 person Research center in India from scratch; a global project to restructure and build capability in Supply, Manufacturing and Logistics – moving the focus East; a number of restructuring projects including the total restructuring of our R&D organization; business process off shoring projects; site closures in a number of countries; business ‘Start-ups’; launch of a new biotech business; global talent management; etc
** Leadership of HR policy and strategy changes including: development of a dual career ladder; aligning our incentive approaches in biotech and R&D; global talent management; expatriation management; etc.
** Significant contribution to strategic recruitment post merger to build capability; including brokering of employment offers for a range of key senior commercial and functional roles.

Nov 1999 – Nov 2000
Human Resources Manger, Global Supply, International R&D and the UK

Overall HR management of UK HR policy (covering 3,500 people). HR responsibility for international R&T and Global Supply including leadership of the HR teams supporting each of these global functions.
Key Achievements included:
** Leadership of the resourcing global merger integration stream (appointments, retention, severance) including the global appointments process at the Syngenta merger for all senior appointments (top 700 positions out of a combined initial organization of 23,000); as well as the HR appointments.
** Set up and leadership of the total UK integration program; pre-merger support to R&D and Global Supply (organization development, appointments etc).

Jan 1995 – Nov 1999
Human Resources Manager, International R&D (and from 1998 UK policy)

Accountable for global HR for the Research and Development Function (1500 people in the UK, Holland and the US]
Key Achievements included:
** Acquisition of a Dutch biotech company.
** Fundamental restructuring of the R&D organization including the US.
** Creation of a new, fully aligned, cost effective HR function.
** Design, development and implementation of global Assessment and Development Centers.
** Facilitated the development of a new global R&D strategy and organisation by the R&T Leadership Team.
** HR leadership in a significant project to define and implement technical project management within Zeneca.

Jan 1992 – July 1995
HR, IS & Site Services Manager, Yalding Manufacturing and Development Center

Management of three different groups – HR and training, IS and Site Services

Key Achievements included:
** Leadership of the HR elements of a fundamental change program in Manufacturing.
** Provided HR leadership to the ICI/Zeneca de-merger, both at Yalding and across the UK.
** Development and implementation of a new performance management and compensation approach.

Oct 1989 – Dec 1991
Human Resources Officer, Research and Development

Accountable for the provision of a full range of HR activities including recruitment, compensation and development.
Key Achievements included:
** Led the conversion to Hay job assessment for the R&D Center (1000 people).
** Establishment of the role of HR partners within R&D.

Leading a small team of HR professionals to provide comprehensive personnel support and leadership
Key Achievements
** HR leadership to key restructuring activities as required under the Compulsory Competitive Tendering legislation.
** Development and implementation of a full range of new personnel policies.

June 1986 – January 1988
Manager, Resourcing Policy

Development of HR resourcing policy for the Royal Mail business and the Corporate Headquarters including supervisory effectiveness (competencies), capability development, appointments and performance management

August 1984 – June 1986
Assistant Manager, Industrial Relations

Monitoring and reporting on all industrial disputes; supporting pay negotiations; producing policy papers (e.g. use of injunctions in industrial action)