Organisational Change & Transformation

When you may need this support

Organisational change rarely arrives neatly. You may be mid-way through a restructure that has grown more complicated than anticipated, or at the start of one and uncertain where to begin. Perhaps the business has recently been acquired and you are navigating the challenge of bringing two distinct cultures and employment frameworks together. Or your current HR operating model — the way people, teams and responsibilities are structured — is simply no longer working for where the business is heading.

The common thread in all of these situations is that the people dimension is the one most likely to go wrong without the right experience behind it. I work with businesses across all of these scenarios:

• Planning or already engaged in a restructuring or reorganisation
• Going through an acquisition, merger or disposal
• Needing to reduce headcount in a way that is legally sound and treats people fairly
• Culture that needs to shift following a change in leadership or strategic direction
• An HR operating model that is not fit for purpose for the current or future state of the business

What I do

My work in this area spans the full range of people activity involved in significant organisational change. Depending on your situation, I may be involved in some or all of the following:

Organisational design and workforce planning

Helping you think clearly about how the organisation should be structured to support your business strategy — what roles are needed, where decision-making should sit, and how teams should be configured. This is not abstract theory; it is practical design work grounded in what the business actually needs to deliver.

Redundancy programmes

Managing a redundancy process well requires clear thinking about both the legal obligations and the human reality. I design and manage redundancy programmes with proper process, appropriate consultation, robust risk management, and a straightforward approach to communication. Done well, this protects the business and treats those affected with respect.

Post-acquisition integration

After an acquisition, the people agenda is frequently underestimated. Harmonising employment terms, aligning policies, integrating cultures and managing the uncertainty that employees on both sides experience — all of this requires active, senior HR leadership. I have worked through this process on multiple occasions and understand both the commercial pressures and the people complexities involved.

Change communication strategy

How change is communicated is as important as the change itself. I help leadership teams think through what to say, when to say it, and how to deliver difficult messages in a way that is honest, clear and preserves trust where possible.

HR operating model transformation

Sometimes the HR function itself needs to change — in structure, capability, focus or approach. I work with organisations to assess what they have, understand what they need, and develop a plan to bridge the gap — whether that involves restructuring the team, bringing in new capability, or changing how HR supports the business.

My approach

I work alongside leadership teams, not at a distance from them. Before anything else, I take time to understand the commercial context — what the business is trying to achieve, why this change is happening now, and what a good outcome looks like. That understanding shapes everything that follows.

My approach is practical rather than theoretical. I am not interested in frameworks for their own sake. I am interested in what works for your organisation, your people and your particular set of circumstances. Having worked across complex, multi-site environments over the course of my career, I am comfortable with ambiguity and experienced at making sound judgements when there is no clear textbook answer.

I am also direct about what good looks like — both for the organisation and for the people within it. Those two things are not usually in conflict, and where tensions exist, I help leadership teams navigate them honestly.