Can you share your career journey and what led you to your current role leading People & Culture across the UKI and Europe?

I have always been interested in human behaviour and how it shapes organisations, which naturally drew me to a career in HR. With a background in Psychology and postgraduate studies in HR, my early experience in psychometric assessments, soft skills training and organisational development gave me first‑hand insight into how individual behaviours and personality traits influence workplace dynamics. The scale of impact HR can have in shaping culture, strengthening leadership and driving organisational performance inspired me.

Over the years, I worked across the full HR lifecycle, including recruitment, onboarding, learning and development, assessment centres, coaching, workforce planning and compliance. This broad experience has helped me understand how different people practices connect and how, when aligned well, they support sustainable business outcomes.

With nearly two decades of experience across the UK, EU and India, I have worked in multiple sectors such as marine, not for profit, retail, adult social care and IT. I have led people strategy, organisational design, change initiatives and DEI agendas. These experiences have shaped my belief that HR adds real value by embedding strong, values‑led people practices.

I see HR as a strategic function at the heart of the organisation shaping employee experience, amplifying voice and bringing culture and purpose to life. In my current role leading People and Culture across the UK and Europe, I focus on living our values through everyday behaviours. I take pride in creating an environment where people feel heard, supported and empowered, and where we continue to strive to be an employer of choice.

With experience across the UK, Europe, and India, how has working in global, matrixed environments shaped your leadership style?

Working across the UK, Europe and India in a global, matrixed organisation has strongly shaped my leadership style. Matrix environments can be complex, with multiple priorities, reporting lines and cultural differences. Navigating this has strengthened my cultural intelligence and adaptability. Leading teams across different regions has shown me that people communicate and interpret behaviour differently. What feels direct in one culture may feel uncomfortable in another. I have learned to lead with curiosity rather than assumptions, and to listen carefully and empathetically to both what is said and what is not said.

This experience has shaped how I approach performance, conflict and inclusion. I focus on understanding context and intent, while still addressing impact. I aim to create fair and consistent frameworks and allow flexibility for cultural differences. Overall, working globally has made me a more people‑centred leader and reinforced that cultural awareness is key to building trust, performance and a strong sense of belonging.

What does aligning people strategy with business transformation really look like in practice?

Aligning people strategy with business transformation means moving from reacting to issues to planning and designing the workforce to support change. It starts with understanding what the business is trying to achieve such as digital change, growth or cost efficiency and then making sure the right skills, roles and capabilities are in place through workforce planning, reskilling and job redesign. People practices like performance management, rewards and learning also need to change to support new priorities and ways of working.

Transformation can create uncertainty and resistance. People leaders need to spot these challenges early, listen to concerns, and build trust through open and honest communication. Leaders must role‑model change and clearly explain how roles and expectations are evolving. Alignment is achieved when employees understand how change affects their work, see opportunities to grow, and feel involved in shaping the future so transformation feels enabling, not disruptive.

You’ve led values-driven transformations, what are the critical ingredients for making culture change stick?

For me, culture sits at the heart of any organisation. It shows up in how people behave, make decisions, and treat one another every day. Through leading values‑driven change, I have learned that culture does not change just because values are written down or displayed. It changes when those values guide everyday actions and choices.

The starting point is having a clear purpose. Values need to be connected clearly to why the organisation exists and what it is trying to achieve. Without this link, they become words rather than something people live by.

The next step is turning values into clear behaviours. People need to understand what values look like in practice, how decisions are made, how performance is measured, how conflict is handled, and which behaviours are encouraged or not accepted.

Leadership behaviour is critical. Employees pay close attention to what leaders do, especially in difficult situations. When leaders consistently act in line with values, trust grows. Finally, people process such as onboarding, performance management, recognition and reward must reflect the values to make culture change last.

How do data and insight help you drive engagement and better people outcomes, rather than just reporting metrics?

Data helps shift conversations from opinion to understanding, enabling more objective and informed decisions. I use a mix of data and listening such as skip‑level conversations, focus groups, feedback sessions and leadership reflections. Data shows what is happening, while listening helps explain why. I then connect these insights to business impact, for example how engagement affects productivity, burnout, retention and customer experience. This allows leaders to act early, rather than responding once issues become critical.

While data is essential, it does not replace leadership judgement or context. Its real value lies in supporting fair, transparent and well‑balanced decisions. When used well, people insights help HR move beyond reporting to become a strategic partner, shaping culture, strengthening engagement and delivering meaningful outcomes for both people and the business.

DEIB is central to your work, how can organisations move beyond intention to meaningful, sustainable impact?

DEIB creates real impact when it moves beyond good intentions and becomes part of everyday business. In global and diverse workplaces, creating an environment where everyone feels included and heard is not only the right thing to do, but it also directly improves engagement and performance. While inclusion must be intentional, it only becomes meaningful when it is reflected in leadership behaviour and embedded into culture and daily operations, rather than treated as a compliance exercise. It needs to be built into workforce planning, leadership development, business strategy and growth plans. Recruitment, succession planning and talent pipelines should be designed deliberately to increase diversity. DEIB should run through all parts of the organisation, supported by strong employee voice channels, fair processes, and systems that reinforce equity, trust and respect.

What challenges do leaders face when managing complex employee relations in global organisations, and how can they navigate them effectively?

Leaders in global organisations face several challenges when managing complex employee relations. These include different cultural norms, local employment laws, and differing expectations across countries. What may be acceptable in one region may not be appropriate in another, which can make decision‑making more difficult.

To manage this effectively, leaders need strong support from HR and legal teams to ensure decisions are fair, consistent and compliant with local laws. Cultural awareness is also important. Listening carefully and understanding how actions are perceived helps avoid misunderstandings.

Clear governance, consistent processes and open communication build trust and psychological safety. Leaders who act with integrity, communicate transparently, and lead with empathy are better equipped to handle sensitive situations. A principles‑based approach focused on fairness, respect and consistency helps leaders navigate complexity and maintain positive employee relations across the organisation.

Mental health has become a key focus in modern workplaces, what have you learned from launching wellbeing initiatives that genuinely support people?

Launching wellbeing initiatives has taught me that mental health cannot be treated as a standalone program. Since the pandemic, the line between work and personal life has blurred and much of our identity and time is tied to work. Organisations have a responsibility to create environments where people can genuinely thrive. Wellbeing is closely linked to everyday work experiences like role clarity, workload, job security, social connection and psychological safety. When people understand their role, feel valued, and see how their work contributes to a bigger purpose, their wellbeing improves naturally.

I have learned that good intentions are not enough and wellbeing is not just about webinars or awareness campaigns; it must be embedded into how work is done. Leaders play a critical role by setting healthy boundaries, managing workloads realistically, and role‑modelling behaviours such as taking time off, not glorifying working long hours, and empowering their teams to say “No” when necessary. Managers also need support and confidence to spot early signs of burnout and have open conversations. When organisation listen, follow through on feedback, and create safe spaces for honest dialogue, wellbeing stops being a benefit and becomes part of the culture.

How do you balance HR governance and compliance with the need to remain agile and people-centred?

Balancing HR governance and compliance with agility starts with recognising that compliance is essential, it protects the organisation and supports fair and ethical people practices. However, compliance should not feel restrictive or disconnected from the business. I focus on building policies that are clear, practical and based on strong principles, so they are easy to understand and apply. Agility comes from working closely with leaders early, explaining the why behind compliance and understanding their challenges. This helps HR be seen as an enabler rather than a blocker.

By collaborating with the business, HR can co‑create people‑cantered solutions that meet compliance requirements while still allowing flexibility. Clear boundaries give leaders confidence to use their judgement, ensuring decisions remain fair, consistent and aligned with organisational values.

Have you ever had to challenge established ways of working to advocate for people-first growth, and what did you learn from that experience?

Yes, I have often had to challenge established ways of working to support people‑first growth. A key part of my role is balancing business priorities with the needs of employees, and this sometimes means questioning decisions that may deliver short‑term results but impact people negatively.

At times, HR can be seen as a blocker, especially when raising concerns around workload, wellbeing or fairness. Through experience, I have learned that the best way to influence is by building credibility. Credibility comes from understanding the business, knowing its goals, and speaking the same language as leaders.

When HR positions itself as a partner who understands commercial pressures and offers practical, people‑cantered solutions, resistance reduces. I have learned that respectful challenge, backed by business insight, helps build trust and leads to more sustainable decisions that benefit both people and the organisation.

What advice would you give to women aspiring to senior People & Culture or HR leadership roles?

HR today plays a central role in shaping business strategy, and this creates strong opportunities for women to lead and influence at senior levels. HR is a rewarding profession with wide scope for growth.  My advice is to stay true to your values, be curious, and continuously build your knowledge. A strong understanding of HR fundamentals is essential. It builds confidence and credibility with leaders.

It is equally important to learn the language of the business. Understanding business goals, challenges and how people decisions affect outcomes helps us to be seen as a trusted influencing partner, not just a transactional support function.

Develop the confidence to speak up and challenge respectfully. Your perspective matters, and constructive challenge strengthens decision‑making. Build strong relationships, seek mentors, and believe in your ability to lead.

Looking ahead, what do you believe is the biggest opportunity for HR leaders to influence organisational success over the next decade?

The biggest opportunity for HR leaders over the next decade lies in shaping a workforce that can adapt to rapid technological change while keeping the human element at the centre. Technology will continue to evolve faster than organisations can easily absorb, changing skills, jobs and ways of working. HR has a critical role in rethinking how work is designed, how skills are built, and how performance is measured. At the same time, HR leaders must protect what technology cannot replace which is human judgement, empathy, creativity and problem‑solving.

The real opportunity is for HR to balance innovation with humanity. Using technology to improve productivity while ensuring people feel supported, valued and connected to purpose. Building trust, psychological safety and inclusion will be essential to sustaining engagement and productivity, especially in uncertain economic conditions and slow labour market. Organisations that get this balance and dynamics right will be the ones that succeed.