I help leaders redesign their teams to work better together, managing change from small groups to departments of 100+ staff.

In practice: I transformed a People & Culture department of over 40 people — redesigning functions, running new recruitment processes, and embedding new ways of working. I’ve worked with unions and works councils across multiple restructures and geographies to keep processes staff-led and legally compliant.

I take big, complicated ideas and turn them into clear, step-by-step plans that teams across countries can follow.

In practice: I was Senior Project Manager for an INGO’s 10-year programme strategy, turning a high-level vision into practical goals for offices worldwide. I also led a new operating-model rollout across 22 countries as the organisation moved from a centralised to a decentralised structure.

For teams spread across countries, I build systems that make hiring and paying people fair and simple.

In practice: I reviewed a global employment model spanning 17 countries — covering compensation, benefits, employee experience, and flexible models such as employers of record, international contracts and Global Employment Companies.

I help CEOs and boards stay organised and make clear decisions inside complex international networks.

In practice: I managed multiple international governance bodies, bridging senior leadership, boards and trustees so the right conversations led to the right decisions. I was Chief of Staff and thought partner to two Co-International Executive Directors for five years.

I look independently at sensitive issues, or at why a project didn’t go as planned.

In practice: I established and led a Performance, Accountability and Learning Unit to review major campaigns, and I’ve led discreet evaluations of critical incidents as well as high-risk investigations into performance disputes and executive exits.

When there’s a sudden gap in leadership, I step in to keep your team steady and focused — a bold decision-maker who adapts quickly to new environments.

In practice: I’ve covered roles such as Director of People & Culture and unit-head positions that needed stabilising or interim cover.

I help build and strengthen People and Culture / HR functions — developing the employee experience, strategic business partnering, your policy environment, compensation and benefits, and your key processes.