Rapid strategic review of their single status project with recommendations presented to Chief Executive to improve delivery and risk management. All recommendations accepted.

Reformed and led HR team covering Business Partnering, ER, HR Advisory, Policy, Pay and Reward and People and HR Information through major transformation programme. Achievements:
- Recruited and appointed staff into new structure whilst maintaining service delivery.
- Turned around very poor relationships with Trade Unions including National Officers.
- Led development of Pay and Reward Strategy and Annual Pay Review.
- Led revision of Individual Performance Management System and Appraisal Process
- Implemented enhanced approach to People Policy Development.
- Major contribution to business change programme covering the high performance working and organisation re-shaping work streams.
- Redefined service scope with captive Shared Services Division.

Business Management of £4.5m outsourced IT service within a unitary authority strategic partnership providing support during the illness of the Service Delivery Manager. Provided team leadership, improved income forecasting, resource planning, activity reporting and resolved number of contract related issues.

Provided team leadership, improved income forecasting, resource planning, activity reporting and resolved number of contract related issues.
Reviewed requirements to bring back in house the strategic HR function from their outsourced provider. Designed structure, roles and responsibilities, developed KPI and PI requirements to measure performance from the outsourced provider and advised on reporting lines and salaries.

Reviewed requirements to bring back in house the strategic HR function from their outsourced provider. Designed structure, roles and responsibilities, developed KPI and PI requirements to measure performance from the outsourced provider and advised on reporting lines and salaries.

Follow up assignment to assist a previous client to progress the implementation of a modernised of pay and reward strategy. Refreshed pay and grading structure proposals, assisted with interpretation of job evaluation results; provided presentations to senior management board and trade unions.

Project managed and led all HR aspects of in-sourcing TUPE project to create a Waste and Recycling DLO. Achievements
- 150 staff transferred in on time.
- Full audit of legacy terms and conditions completed.
- Detailed review of future harmonisation issues provided.

Responsible for delivering outsourced £1.5m HR service contract, including Business Support, Recruitment, Organisation Development and Training, People Information Systems and Payroll whilst permanent appointment to role was made. Achievements
- Re-established client confidence.
- Improved budgetary and contract management increasing profitability.
- Introduced business focus to HR activities and service improvement.
- Made high level contribution to HR strategy development and delivery.
- Implemented SAP HR service improvement plan.

Created a new strategy for a Non Departmental Public Body incorporating a total reward approach to pay, benefits and employee policy including
- Critique of current organisation practice.
- Review of market salaries with recommendations for policy.
- Pay structure proposals linked to job evaluation (none previously existed).
- Recommendations on improving employee awareness of employee reward.
- High level input into other HR related matters including TU negotiation.