I’m a People and Culture leader specialising in organisation development, business transformation, talent and executive coaching. I work alongside leadership teams to create organisations in which people can be their most creative, coaching HR teams to help make this a reality.
I’ve led the people function of the business services operation at global telco, Veon, as well as a 20Bn Dow/Aramco joint venture in the Middle East and PricewaterhouseCoopers. Earlier on in my career I held senior talent and OD roles with GSK, Chevron, and Fujitsu.
I'm also a writer and published author. I have a regular blog and write for the Business Transformation Network. My book, "Learning from Burnout" is available on Amazon.
I see organisations more as social processes in which people interact with each other, than machine-like structures that perform with a high degree of predictability and certainty. As a result, I focus on the quality of conversation, engagement and trust inside the organisation and I'm passionate about innovating HR practice to make it more human and responsive to what’s really happening.
I'm at my best when leading the people side of change in conditions of considerable uncertainty and ambiguity, often across multiple geographies and cultures. I act as a coach to leadership and HR teams, helping them amplify their purpose and passion. Those I’ve coached tell me I'm inspiring, resilient and warm and they learn fast and deep from me.
I'm a Fellow of the Chartered Institute of Personnel and Development, hold masters’ degrees in Organisation Consulting and Human Resources and have extensive training in organisational psychology. I'm also a certified practitioner in Agile HR and an accredited executive coach.
Permanent. Consulting. Interim.
My experience spans the client and consulting worlds and I have also worked as an interim contractor.
I’ve lived and worked in Johannesburg, Copenhagen, the Middle East and London and worked across Eastern Europe, Russia, Pakistan and the US. My sector experience has been predominantly in technology, services, financial services, consultancy, pharma and energy. I’ve covered most business contexts, including start-ups, joint ventures, top line growth, restructuring and cost containment.
Veon: led team of 30 across Europe, Russia and South Asia supporting company’s transformation to become a digital operator. Challenges included developing a global culture, redesigning business operating model and scaling out talent and reward processes.
Sadara: Led leadership development and organisation effectiveness team, defining strategy that delivered large scale culture change and developing talent and performance processes from scratch.
PwC: Regional Leader of Learning and Development leading multi-national team of 40 focusing on people and organisation development across Eastern European and Russian firm, covering 3 lines of service and 28 countries.
CONSULTING & INTERIM
Set up and led boutique management consultancy with radically different approach to leadership development. Clients included: Barclays Capital, WNS Global Services, BG Group, Synergy Healthcare, H&M and PricewaterhouseCoopers. Assignments in organisational redesign, culture change, employee engagement, leadership development, executive coaching.
Ernst and Young Africa: developed business case and strategy for pan African leadership institute
Standard Bank Africa: designed global leadership competency framework and rolled out across Africa
A sustainable future needs leaders with vision - those who put people before profits
The Guardian Wed 15 Dec 2010
The headlong pursuit of growth almost led to the collapse of our financial system. We need to develop leaders who put long term sustainability first
People Management 12 Aug 2010
This paper aims to present a paradigm shift in the way leaders are developed, more suited to the new order that is emerging as the recession recedes
Industrial and Commercial Training Vol. 42 No. 6 2010, pp. 287-295, Emerald Group Publishing Ltd
Increasing numbers of CEOs are calling for organisations and their leaders to find more sustainable ways of operating
HR Magazine 11 Aug 2011
The importance of personal purpose in engaging employees
Training Zone 31 Jan 2011
Tim Casserley and David Megginson
Routledge Oct 2008
Research shows the extent of burnout amongst high-flyers but notes the part that coaching can play in leading to a breakthrough
Coaching at Work 2008
Many organisations are using corporate social responsibility (CSR) initiatives to establish their reputations as responsible employers
People Management 6 Mar 2008
Summary of key themes from my book, 'Learning from Burnout'
Coaching at Work 2008
Come the next financial crisis coaches must help leaders – as well as themselves – redefine the scope of their influence
Coaching at Work 2008
Self-development fuels empowerment at Texaco
Management Development Review Volume 10 no. 1/2/3 1997 pp. 75–76 MCB University Press
content and choose a great photo or video for extra engagement!