Executive Chair, Prime Light Group
Workforce Transformation
Senior judgment for the change projects that matter most.
I help PE-backed businesses, founder-led companies, and CHROs navigate the change projects where the people side is the hardest part. M&A integration. Restructures. Scale-up HR builds. The common thread is the same: senior judgment under pressure, holding both the commercial reality and the human side of what's happening.
Ongoing fractional HR Director support
Talent strategy & retention
Employee relations & people decisions
HR Tech selection (Lattice, Work Smarter)
The people side of post-deal integration — done with rigour and humanity.
Challenges
Two organisations becoming one. Culture, comp, and leadership all need reconciling.
No senior HR in the room. Big people calls being made without senior judgment.
The first 100 days. Trust is won or lost in the early weeks post-deal.
Flight risk. Key people eyeing the exit before anyone notices.
How I help
Lead the people side. One integration plan across culture, comp and structure.
Senior HR judgment. At the table for the PE and CEO decisions that matter.
The first 100 days, owned. Sequencing, comms and structure, properly run.
Senior HR judgment. In PE and CEO conversations where the big decisions get made.
Restructures done legally, commercially, and humanely.
Challenges
A restructure on the horizon. Headcount or structure has to change, and it has to be done right.
TUPE and compliance risk. A transfer or process that needs senior HR oversight, not just commercial sign-off.
Disputes surfacing. Grievances and settlements that need careful, senior handling.
Managers in the firing line. Hard conversations they're not equipped to have.
How I help
End-to-end restructure. Design, consult and implement — including TUPE, in and out.
Redundancy and TUPE, run properly. Proper process, proper humanity, risk kept in check.
ER cases handled. Disciplinaries, grievances and settlement agreements, end to end.
Coach the managers. Through the difficult conversations, so the message lands right.
Building HR functions that keep up with where your business is going.
Challenges
Headcount outrunning HR. Your function has fallen behind where the business now is.
No HR function to speak of. Growth has outpaced the team, the systems, or both.
Shaky foundations. Patchy process, missing policies, compliance gaps.
A funding round or deal ahead. A moment the current HR setup can't support.
How I help
An HR operating model. Built for your current stage and the next one.
Hire and build the team. From coordinator level through to HR Director.
Systems and processes. The infrastructure to scale safely. fully implemented.
Performance and reward at scale. Frameworks that hold at 50, 100, 500+ people.
About
How I work
My approach to workforce transformation is shaped by 25 years inside senior HR roles — including 5½ years as Global People Director at a London AI consultancy. I've been the person sitting at the leadership table when the big people decisions get made. I know what good looks like when it works, and what failure looks like when it doesn't.
The work spans three engagement shapes — M&A integration, restructures and change, and scale-up HR builds. The common thread is senior judgment under real pressure, and the discipline to hold both the commercial reality and the human side of what's happening.
The AI era is reshaping all three. Any significant workforce change is now also a conversation about technology, roles, and what people fear losing. That changes the work — and how it has to be done.
CIPD rigour, Commercial instinct
CIPD Accredited + ran a £3M+ recruitment business
25 years in People & HR roles
Founder-led businesses to PE-backed scale-ups
Henley Business School trained
Executive Coaching: Neuroscience & Psychology
The HR engagement journey
What an engagement looks like
Discovery call
A 30-minute conversation about what's going on and what you're trying to achieve. No pitch, no obligation.
Scoping
A written scope — what I'll do, over what period, at what cost. You decide when (or if) to go ahead.
Engagement
Most engagements start within 2–3 weeks. Faster if it's urgent — M&A integrations and live restructures often need to move at pace.
Ongoing review
Regular reviews so the work stays aligned with what's changing. Transformation work rarely runs to the original plan — the engagement adapts as the situation evolves.
How it works
A clear shape — designed around your business.
Most fractional engagements start at 1–3 days a week and run for 3–12 months minimum. I become an embedded part of the leadership team during that period — known to the team, trusted by exec, and integrated into the rhythms of the business.
Some engagements continue for years. Some scale down to a single day a month once the immediate work is done. The shape adapts to what your business actually needs.
Client stories
What clients say
5.0 · all engagements
Want to talk?
Book a 30-minute call. No pitch, no obligation.
A focused conversation about what's going on and what you're trying to achieve.
