A selection of People & Culture work across entrepreneurial businesses. Each chapter brings together the business context, my role and the areas I contributed to.
I work with organisations on People & Culture challenges, independently and in collaboration with consulting companies. Today, my focus is fractional HR leadership: ongoing involvement, clear priorities and a working rhythm agreed with the business.
Sezamo was launching its Romanian operations and needed an HR foundation that connected local requirements with group processes.
I led the work from needs analysis and workflow design through platform selection, configuration, testing and go-live, coordinating the local HR team, suppliers and international stakeholders.
Core HR operations, recruitment, onboarding and reporting were supported by a connected digital environment, with local HR data aligned to the group’s platforms.
Vivre’s expansion increased the need for consistent people processes and a scalable HR platform.
I mapped existing practices, translated business needs into requirements and coordinated a phased implementation with Romanian Software, including testing, team training and support for adoption.
Operational and development processes were brought into one HR platform. Employees gained direct access to HR information, and the team had the infrastructure to support remote working.
My focus included HR processes, personnel cost reporting, performance indicators and annual people planning.
I worked on performance management, role clarity, organisational health and HR practices, alongside the senior management team.
My work covered HR plans and procedures, compensation, job descriptions and support for the company’s teams and operations.
I worked with clients on recruitment and executive search projects, building relationships and helping identify people for middle management roles.
Selected areas of my recent work, described by business profile. These include ongoing advisory, interim leadership, recruitment and assessment projects; the scope of each engagement is agreed separately.
A business with several operational functions, aligning its people practices with the next stage of development.
I work on functional structure, role clarity, reporting relationships and workforce planning, connecting these with the wider HR agenda.
A technology-enabled service business strengthening the way it organises people and work.
I work on the organisational diagnostic and design a framework connecting roles, responsibilities, core people processes and implementation priorities.
A service organisation recruiting for specialist and group-level support functions.
I clarify role scope, responsibilities and selection criteria, then support recruitment for profiles that connect HR, systems and business needs.
A technology business looking for specialist expertise in enterprise HR systems.
I translate technical and functional requirements into a clear candidate profile and recruitment approach.
A healthcare business assessing candidates for its commercial team.
I integrate interview findings and assessment information, relating the evidence to the requirements of the commercial role.
Structured assessment reports that give the client a clear basis for the selection discussion.
Professional assessment and development projects delivered in collaboration with a consulting partner.
I organise behavioural observations into competency-based strengths and development areas, turning evidence into clear individual feedback.
An organisation connecting education, communities and corporate partners.
I work on role profiles and recruitment communication for community development and fundraising, aligning the brief with the organisation’s purpose and practical needs.
A digital business recruiting across product, technology, commercial and payments functions.
I calibrate specialist profiles and selection criteria and structure candidate evaluation around the requirements of each role.
A restaurant business whose initial need centred on HR systems and compliance.
I take on the responsibilities of an interim HR director, starting with systems and compliance and adapting the wider HR agenda to the business’s needs.
Bring structure to your people priorities and build practical processes that support your team’s everyday work.
Build the practices that help you find the right people, develop managers and bring clarity to performance.
Understand how your organisation works today and translate your values into the way people lead and collaborate.
Tell me what your business needs right now.
In our first conversation, we explore the context, the need behind your request and what would make a useful difference. If we decide to work together, I propose a scope, responsibilities and a working rhythm — through fractional leadership, an interim role or a defined project.