Our story

My career in HR followed a linear trajectory, from Administrator to Director, and has been across all organisational stages, sizes, and industries. From FTSE 250 retail banks, to scrappy start ups and non profit organisations. What was constant was the draw to opportunities and roles that needed to navigate hyper growth and scaling.
 

I’ve since realised that although hyper growth is a particular breeding ground for friction, it isn’t the only place that organisational pain points crop up. And that my skills lend themselves to helping organisations at all these stages, from growing pains to exits, downsizing, pivots and conflicts.

Organisations are defined most fundamentally through their financial and ownership structures. How money is made, where it goes and who is liable. This is reinforced through government reporting, taxation, contracts and insurance.

But organisational delivery, meeting goals and smashing targets, requires people. And we are inherently social. So how these two systems and layers work with or against each other fascinates me. They also come under the highest scrutiny when things need to change.

The formal systems and the human ones are rarely as aligned as the org chart or strategy docs suggest. That gap is where my work comes to life. I bring the ability to sit with complexity and conflicting truths, and to see what's really driving a problem, helping organisations find a clear path through it and ultimately deliver on their goals, with people who feel good about it.